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Comment Defending ignorance (Score 4, Informative) 473

This needs to be repeated: "The idea of programming as a semiskilled task, practiced by people with a few months' training, is dangerous. We wouldn't tolerate plumbers or accountants that poorly educated. We don't have as an aim that architecture (of buildings) and engineering (of bridges and trains) should become more accessible to people with progressively less training. Indeed, one serious problem is that currently, too many software developers are undereducated and undertrained. Obviously, we don't want our tools--including our programming languages--to be more complex than necessary. But one aim should be to make tools that will serve skilled professionals--not to lower the level of expressiveness to serve people who can hardly understand the problems, let alone express solutions. We can and do build tools that make simple tasks simple for more people, but let's not let most people loose on the infrastructure of our technical civilization or force the professionals to use only tools designed for amateurs." - Bjarne Stroustrup

Highly-Paid Developers As ScrumMasters? 434

An anonymous reader writes 'At my company, our mis-implementation of Agile includes the employment of some of our most highly-paid, principal engineers as ScrumMasters. This has effectively resulted in a loss of those engineering functions as these engineers now dedicate their time to ScrumMastery. Furthermore, the ScrumMasters either cannot or do not separate their roles as Team Leads with those of ScrumMastery and — worse — seem to be completely unaware that this poor implementation of Agile development is harmful to our velocity. To date, I have chalked this up to poor leadership, a general lack of understanding of Agile, and an inability to change from traditional roles left over from the waterfall development mode. In addition, I have contended that, for a given Scrum Team, the role of ScrumMaster should be filled by someone of lower impact, such as an intern brought in specifically for that purpose. But I would like to put the questions to Slashdotters as to whether they have seen these same transitional difficulties, what the results have been at their respective companies, or whether they just plain disagree with my assertion that principal engineers should not be relegated to the roles of ScrumMasters.'

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IN MY OPINION anyone interested in improving himself should not rule out becoming pure energy. -- Jack Handley, The New Mexican, 1988.

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