> Everyone should have been thrilled by this development! Well we had a sprint review where some "Senior Project Manager" That wasn't really affiliated with our project but was some manager higher up was mad that us opening up new tickets mid sprint and closing them was ruining the org level burn down charts and expected delivery.
Why should they be thrilled that you were running on Kanban but claiming to do otherwise and therefore ruining the burn down charts?
This was a team of 10 people, so costing the company $2M+ a year. How is halving the timeline on a very major, mission critical project not a good thing?
Some appendage management structure in the organization having charts and reports looking a certain way is secondary to how much value is being produced by a team of expensive engineers.
Why should they be thrilled that you were running on Kanban but claiming to do otherwise and therefore ruining the burn down charts?