Hiring new people is a risky activity for me as a manager. It takes time for screening and interviews, and once someone new starts, it will take the time of my team to train them before they are productive. There is risk in selecting the wrong person for a job, be it that they don’t […]Read more "Interviewing from the other side of the table, part 1: selecting applicants for interviews"
The Scrum process puts everyone on the team in the same position—Developer, doing what is necessary for the team to achieve its goal. I am guessing that in most teams, unlike pure Scrum, there is natural alignment or gravitation—each team member plays a more specialized role more often than not, like Analyst, Developer, or Tester. […]Read more "Are your analysts too far ahead of the team?"
We are all familiar with the standard Daily Scrum, or Daily Standup, template, where the team gathers around the story card wall or Kanban board and each individual shares what they did yesterday, what they will do today, and what help they may need in order to accomplish their daily goal. This is an effective way […]Read more "The story-focused Daily Scrum"
One-on-one (1:1) meetings—do you set them up each month, or does your manager? Do you look forward to having a good development conversation with your manager or mentor, or are you trying to find something to say for the next 30 minutes? Think of your regular one-on-one meeting with your manager or your mentor as a […]Read more "Using Scrum as a framework to have better one-on-one meetings with your manager or mentor"
On the teams where I have worked, a common topic during Sprint Retrospectives is what exactly should be included in the acceptance tests for each user story. How does the Analyst best communicate to the team how the software should behave? How will the Tester know what tests to execute? I really like the joke […]Read more "Efficient acceptance tests are all that’s required"