Ah, the 'coordinator conundrum'. There is a veritable army of product managers, owners, analysts, and designers, yet clarity remains a mythical beast. Scrum masters, project managers, release train engineers—and coordination? A distant dream. We've got Scrum's parents coddling teams that have forgotten how to walk, and engineers drowning in unrefined work, carrying the weight of unrealistic expectations.
And of course, the Gantt chart–– because nothing says 'agile' like meticulously planning every sprint into oblivion. We're told, yet again, that we need 'clarity of roles'. if a RACI matrix will magically bestow wisdom.
There is incoherence between the stakeholder and employee behavior expectations. T ere will always be elements of fuzziness, and there is a danger in over-clarifying to the extent that it leads to unaccountability, finger-pointing, lack of care, "it's someone else's problem," and poor attitude.
The elements of the job will always be unclear, yet the work needs to be done. B ing a professional means doing what is right, ethical, and necessary. L an in, complete it, and then plug it so it is not forgotten.
Clarify the guardrails so they are commonly understood. D not spell everything to the nth degree, inevitably leaving something out. T o many people are in BS jobs, sowing the seeds for a climate of unaccountability. H w does a RACI matrix make you wiser about getting stuff done?
