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  • Episode #62 - But are they Working Hard? - Integrum
    to sacrifice for me Roy Some of the things that were mentioned in the article that senior level things are like pairing and mentoring code kata examining the team s practices looking for ways to improve those are all things I think that speak to Derek s point of helping the people that are around you improve I think the real sticky situation that comes up a lot especially in an organization that s transforming itself from an HR perspective if you have people on the payroll or that they re in this position in the pecking order as a senior person but these attributes aren t things that only they can do They might be doing something like this in some aspect of the team for some period of time and then someone else might get jazzed up about it and they start doing it You have this floating role in leadership position where everybody can be some leader in some aspect and now that senior thing kind of disappears right Derek Right I think you start to have senior people with different things It kind of becomes who s initiating that particular thing and that person might rise to the leader of the team or the senior person on the team for that particular type of thing Whether it d be a technology or whether it be a process or whether it d be whatever the teams start to say like So and so is kind of our go to person They re the champion for whatever that is They re the database champion or they re the Java script champion or they re the Agile champion or they re the Kanban champion or they re the training or teacher champion Drew What if the entire team is kind of slacking off I remember we were reading about the article and briefly talking about it It mentions the concept of something called social loafing I think Derek your eyes lit up when that was mentioned I m not really familiar with it Can you explain what it is Derek I m not too familiar with it I talked about it a bit this last week with a number of other coaches I think the term goes something to the fact of this concept of when you get in groups people start to defer responsibility and it becomes somebody else will pick up that slack There s this loafing around concept the more social something gets I think there were some studies done by some people doing a tug of war type of thing that if you measured people s exertion of force when it s one person s tug of war against another person they give a much higher effort than when it s 10 people tugging war against 10 other people I think there s some kind of concepts out there around Can that be contagious as well where you start to see one person kind of loafing Does that start to get contagious within a group I think that this is something that managers fear Drew Is it something that we can prevent It seems to me like if we are being accountable to our effort and somehow broadcasting that to our team members we can hold each other accountable Is that something we even want to do or is maybe that measuring something we want to do not that we ensure that everybody is spending maximum effort But if we notice that everybody is spending maximum effort it means we re doing something wrong and we need to change the way that we re doing something Derek Yeah I think maybe the way that I look at it is if you re looking at the tug of war sample maybe I m not pulling my absolute hardest but if my team starts to lose I do pull harder If you re setting clear vision for people and you re putting goals out there for them to hit can you put motivations out there I m not talking about more money more whatever But can you put some intrinsic motivations out there that get them to want to pull harder because you re challenging them I think that to me human beings have an innate desire to learn and grow I think sometimes people get a beat out of them or they got out of touch with it But I think ultimately if you re challenging people to go deeper and harder than they re used to they tend to engage more When I ve sees social loafing it s usually when the team or the organization is not providing much of a challenge for somebody They go like Well I don t have to pull that hard because we re OK with regards to the power of the pull Drew I don t know if this is where the metaphor is breaking down but it seems to me like if the goal is to win in tug of war then it sounds to me that the minimum amount of effort required in order to win is the best strategy and the most sustainable strategy for a team to take Is that true in all cases Derek I think that sounds fairly true to me Clayton One of the examples that she mentions in the article the question she asked is Let s say we ve got a few teams and we ve got them formed They got a foundation They start going They re producing software delivering results and things are going well As a manager do you care if they re giving a hundred percent of the work all the time I think that s the core question Are they working hard Is that even a valid question Should I even be worrying about that if they re still producing results Am I just measuring the results Am I only measuring effort Then you

    Original URL path: http://integrumtech.com/2012/05/episode-62-but-are-they-working-hard/ (2016-04-26)
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  • Episode #97 - Product Owners, INVEST, Continuous Delivery - Integrum
    some of that To me most product owners can t tell you shit We re just doing this because it feels good or because the users are screaming about it or because it s what we pulled out of our rear end before we came into this planning meeting which is probably not delivering value If people came in and said We re doing this because we re losing users and we really need this functionality in order to keep those users or Hey we re trying to get into this new market or this new piece and we need to add this functionality to compete with so and so so we don t lose market share of that then we re having a different discussion I d say if product owners aren t talking in that kind of language they re probably not doing due diligence around value delivery Clayton Do you think there s some amount of maybe fear is not the right word but if you got a bunch of stuff in your backlog and maybe you re not thinking on those terms about that way of thinking about value If you were to actually do that it might mean that you would have to throw away almost everything You might have to get rid of a lot of stuff which is scary Is it better to keep prodding along and hopefully you can find a few things here and there that actually do deliver value and then it s OK that you did some stuff that maybe wasn t so important Roy So you re getting value out of having a large backlog That s what it sounds like to me Clayton It lets you fly under the radar to someplace crosstalk Roy Right because you can say Hey we need to extend the budget for this team because look how much work is left Derek Some of it is a lot of teams or a lot of product owners get fearful of if the backlog s not really big then the product s not important There is something to say that there is value in being biased towards action Sometimes maybe if you don t know what s valuable not doing anything could be detrimental in the sense that you re not moving forward at all However if you re moving forward and saying Hey Action we re delivering stories you fall in the potential of iterating to nowhere where the product is just spinning its wheels It s very similar to developers in the sense of developers really get nervous about measurements If you talk about velocity or estimating or anything most developers freak out on that and want nothing to do with it because they think it s going to be used against them or that they might be seen as failures You name it Product owners are the same way If you start to say Hey this feature should drive revenue by X and it doesn t I was wrong I failed Or Hey this is going to land us a new customer and it doesn t Shit I failed There s that same mental block of I don t want to do the research and make predictions about what functionality is going to do for this product because what happens if I m wrong Roy Regarding the idea of having that big backlog just to keep the big backlog around there can also be a difference between having a cluttered backlog and a large backlog because what I ve seen is and what you described keeping a bunch of random stories thrown in there that may or may not actually add value Derek That would be moved to the bottom every week Roy Right exactly You can still have a large backlog and still say We have a year s worth of work or whatever in the backlog but have really large epics Let s say you want to build out a whole new component Instead of breaking that down early don t waste your time on that just say We re going to have this gigantic new component at some point or deliver that giant piece of value If you get to it and it becomes a priority then you start to break it down as it gets closer and closer to when you actually work on it That allows you to keep a really clean backlog because most of your really far out stuff are abstract ideas that haven t been worked out Clayton If we agreed that things that are further out time wise are maybe not worth spending a lot of time breaking down world changes kind of thing do you think that the frequency of your delivery or your deployment makes a big difference If I only deploy once every four months does it even make sense for me to worry about defining things that I want to do in 9 months or 12 months because I m only really ever going to deploy four times a year Maybe Derek I could see that Clayton Does that make a difference at all Roy There are companies that do budgeting on an annual basis You might need it for that to be able to justify your budget for an entire year s worth of work I could see a product owner needing to do that Derek For me it s probably less about when you release and more about what are release plans There are a lot of people that do release plans but don t really release When you start to do more continuous delivery it starts to make your release plan a hell of a lot more real You are actually owning what you re releasing because you re releasing consistently Where when you release infrequently or you deploy infrequently you can constantly move your release date around You can start to say Oh it

    Original URL path: http://integrumtech.com/2013/02/episode-97-product-owners-invest-continuous-delivery/ (2016-04-26)
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  • Episode #50 - Potentially Shippable Software - Integrum
    might be the CEO or some other stakeholder PREVIOUS Episode 49 Topic Smorgasbord NEXT Episode 51 Software Journeyman Corey Haines 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 tips and tricks for

    Original URL path: http://integrumtech.com/2012/03/scrumcast-50-potentially-shippable-software/ (2016-04-26)
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  • Special Episode : Keith Denham Phoenix Scrum User's Group Sept 2011 - Integrum
    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 tips and tricks for empowering your team and transforming your business See the blog Hungy for More Info Agile Weekly is a quick way

    Original URL path: http://integrumtech.com/2011/10/keith-denham-phoenix-scrum-users-group-sept-2011/ (2016-04-26)
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  • Rattlebox - Jackie Testimonial - Integrum
    To Pair Program or Not Pair Program Is that a Question NEXT Calling all Rails Nerds Comments are closed About the 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

    Original URL path: http://integrumtech.com/2009/02/rattlebox-jackie-testimonial/ (2016-04-26)
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  • Testing Multiple Versions of Internet Explorer - Integrum
    Developer Toolbar 1 00 2188 0 This Explorer Bar provides a variety of tools which make troubleshooting websites easier The Internet Explorer Developer Toolbar is compatible with Internet Explorer 5 0 and higher when using Windows 2000 or higher Internet Explorer Collection contains the following versions of IE Internet Explorer 1 0 4 40 308 Internet Explorer 1 5 0 1 0 10 Internet Explorer 2 01 2 01 046 Internet Explorer 3 0 3 0 1152 Internet Explorer 3 01 3 01 2723 Internet Explorer 3 03 3 03 2925 Internet Explorer 4 01 4 72 3110 0 Internet Explorer 5 01 5 00 3314 2100 Internet Explorer 5 5 5 51 4807 2300 Internet Explorer 6 0 6 00 2800 1106 Internet Explorer 6 0 6 00 2900 2180 Internet Explorer 7 0 7 00 5730 13 Internet Explorer 8 0 8 00 6001 18702 Not running windows Using a virtual machine on GNU Linux or OS X plus this collection takes the pain out of setting up Internet Explorer test environments You do test on Internet Explorer right PREVIOUS To Eager Load or Not Eager Load Is That The Question NEXT Work Queues with Ruby using Redis

    Original URL path: http://integrumtech.com/2009/12/testing-multiple-versions-of-internet-explorer/ (2016-04-26)
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  • Netrecoder to Help with API Testing - Integrum
    suite against a live api and just flip a switch to use the local recorded data instead saving time and unnecessary network calls Visit the github page to see the source code and learn how to use netrecorder PREVIOUS How to Build a Ruby Gem NEXT Episode 03 Agile Estimations Step up to the mic Cancel reply Your email address will not be published Comment Name Email Website About the

    Original URL path: http://integrumtech.com/2010/01/netrecoder-to-help-with-api-testing/ (2016-04-26)
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  • Episode #95 - Moving to a Team Room - Integrum
    and bounds Ryan He s noticed a major difference Roy That too yeah Ryan He loves sitting in there Even when the dialogue isn t directly related to what he is doing he likes to be around to be involved in the discussion Clayton One thing that a lot of things teams struggle with is they re trying to become a team or have some feeling of a team Generating working agreements always seems kind of difficult for a lot of teams You guys seem like every retrospective you come up with some new goal and a new thing a new working agreement and it seems like everyone pretty much sticks to them I m curious why before when you guys were sitting in cubicles it didn t really feel that way It wasn t so easy to make working agreements Is it easier to hold people accountable just because you are together all the time It s easier to notice when someone s maybe going off track Isaac I think so I think the visibility s there I think before when you re sitting in your cube you re so isolated sometimes you don t even think about the team When you are sitting there it kind of forces Deepa The smartboard was not that prominent sitting in your indecipherable 06 42 queue Now we have it on a common board so everybody reads it and you see it all the time so it s always part of your indecipherable 06 49 Roy The other thing too is a indecipherable 06 50 just isn t that relevant when you re working primarily by yourself You re working in isolation it doesn t really matter if you re upholding the team those issues don t come up You have your own issues and someone else has their own issues you re not going to observe shared issues between everybody Clayton Has there been anything that you guys haven t liked about the team room so far Roy Ryan and I had an argument earlier today about an hour or two ago actually that we haven t resolved yet about Isaac Another podcast Ryan I m about to punch him right now Roy About the constant interrupting each other with questions Ryan and I were pairing on something and I felt like we were building up some steam some inertia doing test room development switching back and forth a lot Somebody came in and asked Ryan a question on something that he had expertise on and he got pulled off into a discussion Our working agreement is that you don t do silent work but I kept working anyways Now all of a sudden it was either violate a work agreement or stop working and it became kind of an issue It almost feels like retrospectives aren t frequent enough for us to deal with those type of issues because they creep up too frequent When stuff like that happens too quickly I can t afford to wait until Friday for us to deal with that Ryan I didn t like the toe nails I found under my spot when I moved into the bullpen but I think that s been resolved for the most part laughter Isaac Personal hygiene s kind of a big one with That was a different team though Isaac Those were there before us laughter Clayton What about you Deepa Anything that you haven t liked Deepa I didn t like that we didn t have a common What s the presentation board Isaac Oh the white board Clayton The white board Deepa Yeah the white board That was an issue indecipherable 08 31 planning What else did we have crosstalk Deepa But now we have it so I feel comfortable Roy It s interesting too you guys do planning in your team room in your bullpen but we choose to do it in a separate conference room I m wondering why do you guys chose to do it in your team room I guess we re the ones that are doing it weirdly so maybe we have to excuse our behavior Deepa You don t have to move out Isaac Yeah we don t have to move I think we like the fact that we have the team room that we pretty much use it for everything We do the retro planning everything in there Clayton I d say everyone feels more comfortable in the team room just in general When we go into a conference room that s when it gets lifeless There is usually just one person driving the computer that is showing stuff on the screen and you can check out In the team room it s a little more intimate environment Everyone s usually sitting around the small little table and people are having more fun Deepa It s your own place so you re familiar with it I was first against having demos in the bullpen because I thought it would not be very serious people wouldn t be responsible After the first demo in our bullpen I think I was very comfortable in the same place that I work and do the demo It didn t feel odd to talk about inaudible 09 46 Roy I feel like if I were to do planning inside of the bullpen that it would be really hard for me to resist the temptation to turn to my computer and start working on something when the planning gets tedious The other thing that I feel is moving into a different room is the room is associated with the planning mindset When I m in this room I m in planning mode and when I m in this room I m in developing mode I feel like I make that mental switch when I walk through the doorway Ryan One thing I did like about watching them plan is how they gather around a

    Original URL path: http://integrumtech.com/2013/01/episode-95-moving-to-a-team-room/ (2016-04-26)
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