三名工程师正在进行项目开发。随后，管理层聘请了一位Scrum Master（敏捷教练）。
2023年初，一家小型金融科技初创公司。截止日期：4个月内上线。工程团队只有3个人。我担任架构师，还有两名开发人员。我们已经准备好了。架构设计完成，基础设施在云端运行，后端框架也搭建好了。
开发人员正在构建功能。我们进展顺利。然后到了第二个月，管理层开始招聘。很多经理出现了。接着，他们引入了一位Scrum Master。这个家伙在第一周就想要实施完整的敏捷仪式。
每日站会、冲刺规划、回顾会议、待办事项梳理，所有的流程都来了。他的理由是：“你需要流程来扩展。”而我们只剩下8周的时间。
我们并不是在尝试扩展。我们只是想完成项目。我已经看到这种模式多次上演。小团队在交付，管理层对缺乏可见性感到不安，于是他们招聘流程专家。流程专家需要证明自己的存在，仪式被实施，一切都变得缓慢。
让我感到痛心的是时机。我们正在工作。为什么在距离截止日期只有8周的时候要修复那些并没有坏掉的东西？我真心好奇，为什么管理层不能就让工作团队独立运作？这是真正对可持续性的担忧，还是仅仅对缺乏控制机制的不安？
你对此有什么经验？
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Early 2023s, small fintech startup. Deadline: 4 months to launch. Engineering team was literally 3 people. Me as architect, plus two devs. We had our shit together. Architecture designed, infrastructure running in the cloud, backend skeleton ready.<p>Devs were building features. We were on track. Then month 2 hit and management started hiring. A bunch of managers showed up. Then they brought in a Scrum Master. First week this guy wants to implement full Agile ceremonies.<p>Daily standups, sprint planning, retrospectives, backlog refinement. The whole package. His reasoning: "You need process to scale." We had 8 weeks left.<p>We weren't trying to scale. We were trying to finish. I've seen this same pattern play out multiple times now. Small team shipping. Management gets uncomfortable with lack of visibility, they hire process people. Process people need to justify their existence, ceremonies get implemented and everything slows down.<p>The thing that kills me is the timing. We were working. Why fix what isn't broken when you're 8 weeks from deadline? I'm genuinely curious, why can't management just leave working teams alone? Is it actual concern about sustainability or is it just discomfort with not having control mechanisms in place?<p>What's your experience with this?