Your job as an engineer, broadly, is to bring order to the disordered. You only rarely have enough time to fully understand the problem before trying to solve it.
The real, fundamental mistake being danced around here is the failure to recognize the inherent tension between product and engineering.
Stop fighting, start harmonizing. Understand how you fit into the bigger picture, and “deadlines” vs. “complexity” will start to make more sense.
It’s obvious that you aren’t going to make money off of nothing, so you have to build something, and it’s obvious you can’t build something out of thin air, so figure out how to build small, specific things that people will pay for.
While I agree that my job is broadly to bring order to the disordered, I would prefer if the disordered accepted that my proposed way of doing things will eventually achieve order without doubting me every morning, as it is after all my job to find the optimal algorithm to order things since I have myself optimized myself to find just that.
I don't want to fight, I'm simply unable to process your disorder in real-time.
Ah, you've already fallen into the trap; it's not about the "optimal", it's about the "functional".
Very, very few people are paid to find the "optimal" anything. The trust you're looking for can be found once you recognize what it is you're actually being asked for (again, rarely 'optimal', just 'functional').
We just got started and while I still can't find any obvious deficiencies with your thinking, I find you're investing far too much energy in telling me how I should work and not allocating nearly enough energy into describing what your problem is.
A standup is not "doubting you" and five minutes once a day is not "real time". It's rather the opposite; everyone is trusting you to raise issues when relevant, and making space to do that, rather than letting anyone interrupt anyone else anytime they think of something.
It can go wrong if you have shitty teammates, a detached PO, a selfish team lead, etc. So will everything else.
If it's really 5 minutes a day and if you're really satisfied with every monkey nodding once, then sure, this ritual can be accomplished with a moderately-sized team. But please provide data that shows that this has ever been achieved organization-wide anywhere with more than 10 employees. Seriously. I need to know.
Otherwise stop polling devs once a day when they already said the earliest you'll get anything is 2-3 days. They literally will quit over this in the long run and it's the simplest thing you can do to stop losing devs over communication issues between your team members.
They cost enough per head and you want to literally start their day with a reminder that they've unwittingly joined a cult to pay the rent?
Our 7 person standup takes about 30 seconds if nobody is blocked or has any questions. Most days it takes longer because most days at least 2-3 developers want to say something.
If your team lead (or god forbid somehow a PO is present) is lecturing or questioning individuals to report about specifics during standup, I'm sorry you have a shitty boss.
What's the point of having a standup for devs while at the same time assigning a manager to study and organize their JIRA entries? Wouldn't it be better to simply route all notifications through the manager, 7 to 1 (or 6 to 1 if you can find a dev who can reliably manage the communication network between your devs) and then just route the information into JIRA or upstream towards the bosses?
I've never had a case where it made sense to wait until the next day to bring something up to my organization and I've never been to a planned meeting where someone didn't get abused by management for only bringing up the issue at that time.
The real, fundamental mistake being danced around here is the failure to recognize the inherent tension between product and engineering.
Stop fighting, start harmonizing. Understand how you fit into the bigger picture, and “deadlines” vs. “complexity” will start to make more sense.
It’s obvious that you aren’t going to make money off of nothing, so you have to build something, and it’s obvious you can’t build something out of thin air, so figure out how to build small, specific things that people will pay for.