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How do I reverse the current Agile "do everything in my team" situation

 
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Hi Ryan and Todd,

More suggestions and advice please.

I work in a small company who does not have the money to hire additional resource.  

Hired as a senior developer, i'm currently doing all the DevOps, releases, and assisting another senior developer (who works part-time on the same product as me).

For the last two years, i've been the go-to-guy for my bit of the product.  I've worked to bring things forward, and fill the gaps.

Unfortunately, this has become the normal, which is now being abused.

I want to further develop my career, work on more design, and advanced features.

How do I get to do this, reversing the current "do everything in my team" situation ?




 


 
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First, I don't know what you mean by "the current Agile 'do everything in my team' situation". What's agile about that? There is nothing in Agile that says one person must bear the load of the work by themselves. Agile is about team and teamwork. If you're doing most of the work, then where is your team in all this?

Second, if you want to get away from doing everything, then you can start by involving other people on your team with the work that you do. Teach people how to do the things that you're doing. Collaborate. Tell them it's to increase the team's bus number, the number of people who need to get hit by a bus before the team is screwed. Right now, that bus number is 1 (you). Other people on your team need to be able to do the things you do. "Many hands make light work" and all that, right?
 
Sidney Blake
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Junilu Lacar wrote:First, I don't know what you mean by "the current Agile 'do everything in my team' situation". What's agile about that? There is nothing in Agile that says one person must bear the load of the work by themselves. Agile is about team and teamwork. If you're doing most of the work, then where is your team in all this?

Second, if you want to get away from doing everything, then you can start by involving other people on your team with the work that you do. Teach people how to do the things that you're doing. Collaborate. Tell them it's to increase the team's bus number, the number of people who need to get hit by a bus before the team is screwed. Right now, that bus number is 1 (you). Other people on your team need to be able to do the things you do. "Many hands make light work" and all that, right?



I think I need to clarify my previous message.

I'm curious to know how you move forward in a small team / company, where people have got used to one individual doing lots of things.  These "things" include documentation, demonstrations, with ample opportunity for knowledge transfer, and training.  There is not the appetite in the team (and company) to share the load.  I'm all too aware of the single point of failure


 
Junilu Lacar
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Nothing in your "clarification" warrants any change in my original response. There are two sides to this kind of "abuse" and I find it hard to believe that you saying "No, I won't be the single point of failure, you folks need to share the load" is not an option. Of course, you can always force the issue and change your company.
 
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Usually you tell your boss that you're not happy with your job.
 
With a little knowledge, a cast iron skillet is non-stick and lasts a lifetime.
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