ScrumMasters rely on observational skills, but does that mean we only use vision? What happens when we are all remote? Can we leverage other senses to “observe” how teams are surviving (or thriving)? We may not be able to sit together with our team for a long time, and it may never be the same due to the long-term effects of the coronavirus. What skills might we adapt or create for virtual teams? And, how can we still reflect back on the observations so the team can decide how to improve?
The Daily Standup (DSU) is a key ceremony in the Scrum Framework. When run effectively, it can ensure the Scrum team focuses on what’s important to meet the Sprint goal and commitment. When DSUs serve only as a status meeting, the value of the ceremony is lost.
This article presents the author's view of what you need to reflect on and consider changing when using Scrum based on the November 2020 update to the Scrum Guide. It lists the changes and clarifications that affect each team or role defined in the Scrum Guide.
Just because a software team adopts agility doesn’t mean they’ll see results. Being flexible has its benefits, but ensuring that the team is given total responsibility to make decisions may be more important.
Most software developers are in either the agile or the waterfall camp. Agile is required to be competitive, but many enterprise processes still rely on waterfall practices for stability. They can coexist.
Gene Gotimer, principal consultant at Coveros, chats with TechWell community manager Owen Gotimer about the challenges individuals and organizations face while we work from home during this global pandemic and how getting thrown into remote work could shape our future.
Jaimee Newberry, co-founder and CEO at Picture This Clothing, chats with TechWell community manager Owen Gotimer about the power of communication, the HIPPO in the room, and how to create psychological safety in brainstorming sessions.
In this interview, Melissa Tondi, senior QA strategist at Rainforest, discusses the foundation you need in order to have a positive introduction for new tools and technologies. She explains why the team leader has to understand what motivates each individual and how to get them excited about their job. Melissa says team members also have to realize that if they are in any way involved in testing software, they are a technologist, so they have to embrace the tools and technology that will continuously improve and streamline repetitive tasks.
In this interview, Jason Wick, senior manager at MakeMusic, discusses his STAREAST presentation about eight ways you could be making your one-on-one meetings completely useless. He discusses in depth what he feels is the number one way to ruin these meetings: holding back on feedback. He also offers advice on how you can educate your team leader to avoid the pitfalls that lead to ineffective one-on-ones.
Drawing from her own experiences across twenty years in a range of industry roles, Jaimee Newberry shares true stories of at least a dozen tiny but important things she still sees every day that could make all the difference in how people work with you.
AWS Lambda is a serverless architecture that relieves you of hardware and scaling setup concerns. AWS Lambda functions are used by many organizations for serverless application development and automating DevOps tasks.
Most teams that do agile development start with Scrum. And why not? Scrum is a proven method for focusing your team, ensuring that work adds value, and minimizing the risk with release. Then, after awhile, Scrum becomes stagnant.
Teams can hesitate to adopt agile practices, even when there’s a clear desire for transformation at the executive level. But there are strategies for coaching agile-skeptical teams into an agile mindset.