My previous QA manager tried to get the QA/engineering/product management groups to "do agile", heavily because of the agile board functionality added to JIRA. Nobody ever got any training on how to "do agile" but the fact that we were becoming an "agile company" was heavily pushed as the internal narrative, all the way up to execs.
Most of product teams still don't function with any kind of actual agile process. Many try to fake it by endlessly throwing all of their work into the JIRA agile boards, which constantly have sprints rolling over, and are impossible to track any kind of actual velocity with. On our team we just said screw this and went back to getting things done, and tracking things how we wanted to track them.
Don't even get me started on the nightmare that is JIRA TCM, which my company is currently still stuck with for test case management.
Most of product teams still don't function with any kind of actual agile process. Many try to fake it by endlessly throwing all of their work into the JIRA agile boards, which constantly have sprints rolling over, and are impossible to track any kind of actual velocity with. On our team we just said screw this and went back to getting things done, and tracking things how we wanted to track them.
Don't even get me started on the nightmare that is JIRA TCM, which my company is currently still stuck with for test case management.