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  • Episode #48 - Missing the Deadline - Integrum
    It is showing you what the problem is First your reaction is to run away from that or to stop the pain What do we do when we have a headache We re going to take something to get rid of the headache instead of understanding there is probably some source for that Maybe I need glasses Maybe my neck is out of alignment Maybe there is actually some real root cause that is causing my pain I might blame it on something else in order to not address the root cause Roy Clayton it sounds to me like this hypothetical team wants to throw Scrum out the window and just play it by ear What s going to happen when the release date rolls around and they still haven t even gotten close probably not even as close as their velocity would have indicated they d get Clayton If you think about what would happen on a traditional team let s say we re doing waterfall and we say Six months ago we set this drew the line in the sand and said the ship date is this the release date is this whatever If things are taking longer what usually happens to a waterfall team Roy You work overtime at the end and you start working 80 hour work weeks to try to pull through crosstalk Clayton Yeah you work as much as you possibly can to try and get it done Roy which vastly increases your defect rate Clayton We ve seen that too Even if you re a Scrum team if you decide that you re just going to throw that out the window you d only have the framework in any of the best practices It seems like you just revert to the slow death march thing right Jade Let me ask this question is it possible if they did that if they worked every available hour in this hypothetical scenario if they worked every hour that they could could they hit that release date Clayton That s a good question I didn t really think about that when I was coming up with the hypothetical but Jade I m going to go with the XP thinking along this line and say that Overtime is not necessarily bad It is when you have too much overtime that it s bad There are situations where it does make sense that we do have to put in some extra time to get where we need to go but if it s totally unrealistic and unsustainable If we have to do this for six weeks just to get caught up or get to deliver that s insane If we had to put in an extra day maybe that s reasonable and the team could come to that It sounds like in your scenario though they are too far off Clayton I would say that more underlying thing or the root of that is that I don t think anyone really knows the answer to that question If you at least had that information you could make that determination If you don t know the answers then you re going to just throw your hands up in the air right Jade Right It sounds like there might be even more issues besides just the team getting work done Clayton Let s take that in another direction Let s say the Scrum Master got wind of this plan to throw away Scrum and they stepped in and they said We re not going to do that But if the Scrum Master came to you and said We don t know what to do We re thinking about switching Kanban or we re thinking about enforcing some rule about who can work on what story Can you give them any advice in that regard Roy Ultimately the team has got to be a self organizing unit If the team honestly thinks that something like switching to Kanban or something a little bit less severe like deciding who works on what story if they think something like that is going to drastically help then it s the Scrum Master s responsibility to support them in that change provided it won t destroy the entire team As long as it s not going to kill them let them try it for a week Then force them to analyze the effectiveness of that decision and if it made a negative impact strongly encourage them to roll back Clayton That gets into another issue of At what point do you let the team self organize themselves to failure Roy Yeah that s really tough I don t think I have an answer for that at all Jade I d say some of it depends on what s the cost of failure If it s going to get everybody fired then maybe it s not a very nice thing to do to let them fail utterly If it was me in this situation if I m pretty sure they re going to fail at this I can t tell them that I can t tell them what to do if I m a good Scrum Master But what is some way I could encourage them to fail the smallest To say OK that s great We want to throw this all out the window Let s do that but let s check in in some short amount of time Like what Roy said For two weeks do whatever you want and we ll talk about what that really means That s the direction that I would go if the team was really insistent on that If we want to blame Scrum or we want to blame some framework for the challenges that we re having Fine let s try without it I m pretty sure that those challenges aren t going to go away Clayton The things in this scenario I m trying to highlight the

    Original URL path: http://integrumtech.com/2012/02/scrumcast-48-missing-the-deadline/ (2016-04-26)
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  • Episode #31 - White Elephant Estimating - Integrum
    were resolved quickly Made easier by having a trusting team Link to blog post http blog mikepearce net 2011 05 02 how do i estimate how long an agile project will take before we start PREVIOUS Episode 30 Leadership and Finding Them On Your Team NEXT Episode 32 Usage of Agile Tools 2 thoughts on Episode 31 White Elephant Estimating Alex says October 27 2011 at 11 21 am I am curious as to how the group knows the story well enough to be able to accurately estimate it in less than a minute What kind of preparation is done before the estimation meeting Reply claytonlz says November 10 2011 at 9 20 pm Alex The team doesn t spend too much time doing any specific preparation before estimating stories Since we know that estimates are just that estimates we spend just enough time on them to be useful to the team Clayton Reply Join the conversation on Facebook Subscribe to the podcast Make your mark Get involved with the Agile Weekly Podcast by volunteering to be a guest recommending a speaker submitting a question or suggesting a topic Step up to the mic Build up your toolkit Learn new

    Original URL path: http://integrumtech.com/2011/10/scrumcast-31-white-elephant-estimating/ (2016-04-26)
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  • Gangplank Academy - Integrum
    author Jade Meskill Chief Revolutionary Officer The new normal presents us with many extraordinary opportunities To accept the challenge is to lead the way to a new future made from embracing our humanity and engaging our spirit to succeed Subscribe to the blog Get inspired with an Agile Weekly Podcast Derek Clayton and Chris slowly remember what they were talking about Oh ya Culture Fit Including mono cultures hiring diversity

    Original URL path: http://integrumtech.com/2009/02/gangplank-academy/ (2016-04-26)
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  • Analyze MySQL Queries.. Index Optimization - Integrum
    MySQL EXPLAIN statements for every query in development mode Armed with this information it is easy to add indexes reorder your joins and remove unneeded or redundant indexes To install script plugin install http svn nfectio us plugins query analyzer PREVIOUS Saving Arrays Hashes and Other Objects In Text Columns Using Active Record NEXT To Eager Load or Not Eager Load Is That The Question Step up to the mic

    Original URL path: http://integrumtech.com/2009/12/analyze-mysql-queries-index-optimization/ (2016-04-26)
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  • Use Cucumber Table Transformations To Build Objects - Integrum
    usually requiring more steps than seem necessary Clayton wrote up how to use cucumber s table transformations to easily build complex objects in a way that is easy to read and understand for both clients and developers PREVIOUS Episode 03 Agile Estimations NEXT Ruby on Rails Authorization Using CanCan Step up to the mic Cancel reply Your email address will not be published Comment Name Email Website About the author

    Original URL path: http://integrumtech.com/2010/01/use-cucumber-table-transformations-to-build-objects/ (2016-04-26)
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  • Episode #93 - Education and Agile with John Miller - Integrum
    conversation on Facebook Subscribe to the podcast Make your mark Get involved with the Agile Weekly Podcast by volunteering to be a guest recommending a speaker submitting a question or suggesting a topic Step up to the mic Build up your toolkit Learn new tips and tricks for empowering your team and transforming your business See the blog Hungy for More Info Agile Weekly is a quick way to stay

    Original URL path: http://integrumtech.com/2013/01/episode-93-agile-education-john-miller/ (2016-04-26)
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  • Episode #16 - Multiple vs Single Product Owner - Integrum
    to go talk to these three people and I can t really do it Or if you have more than one product owner then it s like Well that can be Joe s job I have more important things to do So the responsibilities of the product owner get wishy washy and some of that gets avoided Roy I think too one to the defined responsibilities for both product owners and scrum masters is to protect the development team from the stakeholders and all the people outside of the scrum team I think that when you start making the stakeholders the product owners themselves technically they re not outside the scrum team Now you re having all of this outside interaction coming in and interfering with the development team as well Derek Do you think that one of the problems I m trying to think what are some of the reasons why we end up with multiple product owners Is it because stakeholders are unwilling to let somebody represent them Let s start with that one In the case where maybe there s three stakeholders to a product and none of the three are willing to give up control of determining priority or making sure the direction of the product is going their way What are some ways that you could effectively potentially use either a proxy or get one of the three to speak on behalf of the others Clayton I think if you have a strong product owner even if they are a proxy they can still treat the other people as stakeholders do all the interfacing and prioritization that they need to do and helping the team define done They can still do all those things In my experience I ve seen maybe the flipside of what you re asking Derek it s not so much that the three people don t want to give up the responsibility It s more often than not where the proxy person doesn t really want to take all that responsibility on because they don t want to stick their neck out and be the single wringable neck so to speak They don t want to take that responsibility and then be accountable to those three people They would rather say Oh sure I ll be the product owner And then when push comes to shove they can say Well I d love to help you out but I need to go talk to these guys And I don t think they want to be accountable to the organization Derek So could we say a certain smell when you re using a proxy to try to eliminate multiple product owners is when they constantly defer back to Well I ve got to go talk to some group of stakeholders or even a single stakeholder I don t feel that I ve got the authority to make that decision Drew Right I think that s definitely a smell when you recognize that

    Original URL path: http://integrumtech.com/2011/05/scrumcast-16-multiple-vs-single-product-owner/ (2016-04-26)
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  • Episode #63 - Managing Your Job Search with Johanna Rothman - Integrum
    into that process Roy Especially when a lot of employers have a very hard time with giving you honest criticism about why they didn t hire you or aren t very timely at all about it If you re trying to improve on one week sprints and it takes some three weeks to get back to you how do you deal with that Johanna A lot of it is if you re looking for a job and have enough leads which is a piece of the job finding puzzle If you only have one lead then you re just holding on by your fingernails to that one lead That s one of the reasons you have to have really small tasks and really small to dos so that you are not hanging on by your fingertips to that one thing You have to be looking for multiple jobs at all times That s one of the things that I m really hoping that people get from this book because if you re only looking in one place you re not going to find a job You have to be looking in multiple places I have a whole thing on how to use LinkedIn and how to use Twitter because you have to be expanding your network I have a session at the AYE conference about how to be a social butterfly for people who are not social butterflies I met Derek at what was it a Better Software Conference a number of years ago Derek Yes I think so Do you sometimes say that you want to be more of a social butterfly Johanna are you encouraging people to potentially do some of this well before they re actually looking for a job Maybe in a current career are there some practices that you can pull through that position you should you decide to change careers or decide to change employers that maybe you ve already done some of the groundwork or is it something that really only applies when you re in the thick of trying to find new work Johanna I started writing this book before I realized I was writing this book when I was coaching a bunch of my management coachees I do a lot of management and executive coaching What I was realizing is a lot of my manager colleagues had not been building their networks I was coaching all these managers and some executives who had a 150 people in their LinkedIn networks I said This is crazy You guys need to expand your networks because how are you going to hire people I was looking at this from the hiring perspective When I was redoing the hiring book I was saying to people Part of what you need to do especially if you re hiring for an agile team is you need to be building your LinkedIn network so you can look at the people in your groups and look at the people that you have a relationship with so you have a shot of knowing who are the passive candidates If you don t have a good personal network how are you going to reach out to people who might be really good people for you to hire And that s assuming you don t want to relocation and assuming you just want people who are good people I cannot tell you the number of people in my local network in the Boston area who every so often send me an email saying Do you know of a good project manager Do you know of a good tester Do you know of a good developer I have these serendipitous emails from someone who says I m just starting to look around and if you know of anyone looking for somebody and I happen to be able to put them together Not because I m trying recruiting as a second career because I don t want to But got this email and then I get this other email and I can say I know this person I haven t worked with him or her and I know this manager I haven t worked with him or her but based on my little relationship with both of you I think you guys might have something in common Derek Yeah I see that a lot in the work that we re doing with Gangplank especially is that you said serendipity and I think people do not take nearly enough advantage of serendipity But one thing serendipity requires is that people signal I heard you say two things somebody signaled that they were looking for a particular type of person to hire and somebody else signaled that they were looking for a particular type of work Because both of those people were signaling you were able to basically cross those signals and then probably put them into touch and maybe good things happen Maybe good things didn t but there was an opportunity to potentially have there and maybe something like Personal Kanban for looking for next job One of the things it does it forces you to look at things at a granular level that allows you to signal in multiple ways which just increases the opportunity for good things to happen So it s just a really interesting approach The last question I really have is one of the things that is difficult with any kind of process is discipline When you re in the self mode I m not on a team an agile team I can have other people help enable me to accountability but in a Personal Kanban or personal agile space of some kind how are you coaching people to be disciplined in the work they are doing Johanna I have people start and end their week on a Tuesday or a Wednesday that s the first thing I don t know if you ve read Manage It Or any

    Original URL path: http://integrumtech.com/2012/06/episode-63-with-johanna-rothman/ (2016-04-26)
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