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  • Episode #60 - 10 Destructive Team Behaviors with Deb Spicer - Integrum
    speeding things up You start the focus on what those measurable outcomes are going to be You add things like higher level team reports so that those people that are complacent on a team psychologically they know they better step up or they risk looking bad in front of the higher management folks You keep the pressure you set the deliverables you set the timelines short you know By Thursday this is what is due You hold people s feet to the fire and what you see happening then is it s not the leader holding people accountable it s the rest of the team that starts holding them accountable That style supports the new millennial styles of work that haven t been built in to some of the older cultures Then the pressure starts coming from within the team and not just a top down kind of pressure Clayton Just to clarify you re suggesting applying these pressures to the entire team right Not to individuals or is it Deb Correct Clayton or is it doing it to the individual Deb No In fact that s a good point because whenever we talk about these behaviors that is what we re talking about The people themselves are not bad people it s just that they have gotten used to using behaviors that don t necessarily fit with the kind of culture organizations need today when those organizations want to succeed We address the behavior by putting things in place that will shake it up That s a particular one you haven t mentioned the piranha factor but that s actually one of the hardest ones to deal with for this reason It doesn t matter as a leader how charismatic you are it doesn t matter how great of a negotiator you are or a communicator This behavior is very difficult Just close your eyes for a minute and think about this scene You re in Brazil you re on a bridge looking over the river down into the water and you take a piece of raw meat and you throw it down into the water What happens All of a sudden you see backs of fish It starts looking like a washing machine is just churning up the water and you see tails and fins and pieces of scales and stuff floating in the water What that is it s the piranhas They re coming after that raw piece of meat In the piranha mentality it doesn t matter what people don t understand is they are eating each other to get to that prize It doesn t matter who s in the way They just go after them and they ll take them out to get the prize Picture that in a team setting The same destructive things happen The piranha personality can leave a whole team in shreds It doesn t matter who they take out because for whatever their motivation or agenda is they re going to take out anybody who gets in their way That s an important one that if you inherit that person who has that personality or if you re taking over a new team and you see that coercive manipulative sabotaging demeaning kind of personality what you have is a piranha what I call the piranha factor One of the most difficult and destructive team behaviors is that and it s manifested by deliberate manipulation deliberate coercion They will sabotage individuals and the team as a whole for whatever their personal gain is That behavior of all of them needs to be dealt with immediately and it needs to be dealt with very firmly How do you do that One of the ways is that while you re in the team setting you still handle everyone very professionally because the other team leaders who are very aware just like the ingrained old culture everybody sees it Everybody knows But it s your leadership that s important in this scenario to not that person out if you will in front of everyone It s you address it professionally firmly Deb Then what you do is besides talking to that particular person outside of that team setting what you want to do is find a way to remove them from their comfort zone What that means is and what I ve used in the past is I then moved the entire team outside of the role that they bring to that team IT example if you re an IT programmer then I might move you to the finance role so you have to put on the thinking cap as if you were the finance person for that organization If you re a quality assurance person on the IT team I might move you to the market role As the piranha is the director of IT programming like I said I wouldn t move that person to a finance role Everybody figuratively moves outside of their own comfort zone so what you get is the information experience enthusiasm that people bring to their regular job plus you re making them stretch themselves into what if I were the finance person how would I deal with this team challenge or this team initiative that we need to solve Roy I guess the moving people around works but what if you have somebody on your team that is irredeemable or he doesn t seem to be willing to take on any of the positive traits that your team requires and they just keep exhibiting his negative ones Do you find that that even happens Is nobody irredeemable Or if somebody is irredeemable how do you deal with that Deb The easy way is to laughs remove them from the team if you can In my circumstance that I write about in the book it was people higher up than me required that this person stay on because they found that person brought something in a

    Original URL path: http://integrumtech.com/2012/05/episode-60-destructive-team-behaviors-with-deb-spicer/ (2016-04-26)
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  • Special Episode : Larry Apke Phoenix Scrum User's Group Sept 2011 - Integrum
    Scrum 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

    Original URL path: http://integrumtech.com/2011/10/larry-apke-phoenix-scrum-users-group-sept-2011/ (2016-04-26)
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  • This is how we do it... - Integrum
    the planning session but still gives the pair who grabs the card the flexibility to develop the story outside in and encourages a higher test coverage With regards to the various buckets We ve actually taken it a few steps further and now have categories for Pending In Progress To Stage To Be Verified To Be Accepted Failed Verification and Complete Perhaps this is a bit overboard but with 8 developers working on the project we have cards moving all over the place One additional column which we added which has proved beneficial was Roadblocks This helps to high light those Stories or Scenarios which are no longer actionable and awaiting feedback from our Product Owner Obviously you hope that this column is always clear but there have been times where it has really helped to illustrate breakdowns in communication and proves to be a good talking point for retrospectives Not sure what your plan is for future videos but would love to see how you ve adapted your standups as well as how you re handling testing Reply Joseph Beckenbach says February 26 2009 at 2 19 pm Board seems kinda cramped to me and could be easier to follow Can you get some blue tape and or different colored index cards and or string to help with that Blue tape to let you expand to walls different colors of card to separate headers from content string to separate stories from each other or to separate categories of progress For instance at Eidogen for the same amount of information we had three cork boards half again as large The stories were regular 8 5 x11 folded in half to carry task cards when done One corkboard to the left of the team room door carried the done and accepted stories The door held the burn down chart on a 8 5 x11 sheet which I updated every time I accepted a story The corkboard just to the right of the door held the stories and tasks in priority order The corkboard to its right held overflow things we focused on given our last few retrospectives and progress towards overall release Defects noted within an iteration got a red index card and defects which held over became stories We had the additional purpose of letting the rest of the startup see at a glance how we were progressing towards shipping salable software Making it big easy to find and easy to see and understand was key The most interesting benefit was folks stopping by at lunchtime to look at the chart on the door Our lunches often drew in people we d never had reason to go out and grab I think we did pretty well with ours we let only two defects out of the team room during our 18 months neither serious enough to warrant a patch release God was that fun Reply iamruinous says February 26 2009 at 4 16 pm Joseph The board we used in

    Original URL path: http://integrumtech.com/2009/02/this-is-how-we-do-it/ (2016-04-26)
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  • Plot Points on Google Maps Painlessly With Ruby on Rails - Integrum
    verbose but not too painful We had talked about putting together a plug in to abstract out the grunt work but never got around to it It always seemed that enough time would pass between projects that the pain was never high enough Working a project this weekend I decided to check what options where out there and stumbled upon google maps plugin by bhedana on GitHub In a few minutes I had it installed and rendering maps without any of the pain in setting up maps manually This plug in gives you moderate control of the map You can customize controls center zoom add custom markers and plot polyline routes If you are doing anything with plotting points on a Google Map in Ruby on Rails you should look at this plugin in If you have a better plug in for maps please let us know PREVIOUS Work Queues with Ruby using Redis Resque NEXT Permalinks Slugs and Friendly URLs with Ruby on Rails Step up to the mic Cancel reply Your email address will not be published Comment Name Email Website About the author Crew Subscribe to the blog Get inspired with an Agile Weekly Podcast Derek Clayton

    Original URL path: http://integrumtech.com/2009/12/plot-points-on-google-maps-painlessly-with-ruby-on-rails/ (2016-04-26)
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  • Permalinks, Slugs and Friendly URLs with Ruby on Rails - Integrum
    that people will just try random numbers and get data that doesn t make sense Savvy clients even will complain that it will hurt their ability to rank well on search engines for their content There are lots of ways to work around this but there are a lot of little gotchas Data can change and your URL s can break and disrupt your SEO If there is lots of similar content there is difficulty in making sure URLs stay unique As an application grows it can become a pain to maintain friendly URLs Don t forget possible name spacing issues A plugin by Norman on Github called FriendlyId solves all the problems at once If you need to do Friendly URLs permalinks or want slugs check out this plug in Some nice features Slugged Non Slugged Models Slug Versioning Unique Slug Names Reserved Names Slug Caching Scoped Slugging Text Normalization Diacritic sensitive Normalization Unicode URLs Custom Slug Generation PREVIOUS Plot Points on Google Maps Painlessly With Ruby on Rails NEXT How to Build a Ruby Gem Step up to the mic Cancel reply Your email address will not be published Comment Name Email Website About the author Crew Subscribe

    Original URL path: http://integrumtech.com/2009/12/permalinks-slugs-and-friendly-urls-with-ruby-on-rails/ (2016-04-26)
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  • Episode #19 - Vision - Integrum
    NEXT Episode 20 What s Most Valuable in Agile 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

    Original URL path: http://integrumtech.com/2011/06/scrumcast-19-vision/ (2016-04-26)
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  • Episode #59 - Running a Transparent Consultancy with Chris Sims - Integrum
    create more value and I ll just jump in and do that That s what we re doing For bigger companies that can be a struggle especially if they have an entrenched HR performance review kind of situation but some of our clients are actually moving in directions where they are changing their performance review systems to make them more aligned with their actual goals which is to have higher performing teams It really changes things If you re managing for We want high performing teams you actually do very different things as opposed to saying We want high performing individuals It turns out that a high performing team can deliver way more than even a group of high performing individuals It s a case of I think managing for what you actually want Roy As far as the continuous feedback part of it where it sounds to me like your company culture is that if somebody see a team mate underperforming then they ll bring it up with that person or if they see someone succeeding really well they would compliment them and let them know that they appreciate however they are performing well How does that work in practice Because at Integrum we ve tried something similar where we initially started with anonymous feedback which we felt we got pretty much no value out of it Perhaps we even got negative value out of it because we felt like we wasted our time We tried doing completely transparent feedback where all of us sat around a table and went one by one and gave each other feedback I think Drew will agree that we got a lot more value out of that We have talked in the past about having a culture of continuous feedback but in practice it doesn t seem to work out that way We re not always as quick to criticize or compliment as we should be when we see things happen Chris I m not surprised to hear that didn t get much value out of the anonymous feedback In part I think for feedback to be meaningful it has to be a conversation By its nature it ends up needing to be personal We would like to say Oh no no it s got to be very objective and in some theoretical perfect world maybe that is even possible but we all live here in the real world where we re actually working with people In order to get a common understanding about for example what behavior somebody may have engaged in that wasn t as useful and as helpful as we would like it to be We need to engage with them have a conversation and say things like Hey wow just now when you said such and such it lead to this reaction which wasn t helpful Boy it would be better if next time we could find a different way to navigate that It invites a conversation and we start to understand more of the subtlety of what s going on The last with people with human beings I think all the value is in all of that subtlety so you have to go there In terms of building the culture of continuous feedback I think it s one of those things that take practice It takes a framework and structure to get in going For example we run the whole company using Scrum We run a two week sprint cycle and we plan what are the major objectives we want to achieve with this sprint All the classic Scrum meetings daily Scrum a strict review at the end to see how did we do and very importantly a retrospective at the end So at the core sprint that becomes a place where very exclusively we re looking for what can we do better as a team which often involves how can we communicate better or how can we do a particular thing better which might mean Chris did something this sprint that didn t work out as well as we liked and we want to look at how could he do it better next sprint Then building off of that working on it and trying to be conscious about giving people feedback regularly both positive and negative because if it s just one or the other it s way less powerful and people end up valuing it less and being less open to it We re actively trying succeeding better on some days than others but actively trying to create a culture where we regularly give kudos and we regularly give Hey here s an idea Bob how we might do it even better next time Drew That s great You mentioned how you guys run your agile coaches or Scrum coaches and trainers and you preach Scrum to other places but you also use it internally as well That s one thing I have a question for you is in your open transparent team where everybody is probably a lot more equal in your company than in other companies how do you handle not having a specific product owner Or do you consider yourself the product owner I think of a traditional software development project The product owner always has the final say The team can help out negotiate and talk but part of it is the product owner has the final say How do you handle that while trying to run Scrum internally Chris Yeah You nailed it right on the head I am the product owner for Agile Learning Labs We have a backlog Anyone in the company can suggest items for the backlog We talk about them we refine them we have identified acceptance criteria Then in sprint planning I walk in with the backlog that I ve set out ahead of time saying Here s the top of the backlog These are the things that are likely to be offered in this sprint

    Original URL path: http://integrumtech.com/2012/05/episode-59-running-a-transparent-consultancy-with-chris-sims/ (2016-04-26)
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  • Special Episode : Alix Holmes - Integrating User Experience Design with Agile Process - Integrum
    16th of 2011 During the event we had the chance to be able to interview some of the attendees and talk to them about the Open Space that they had just facilitated Open Space Technology conferences are great events where the attendees get to create and completely control the content of the conference Enjoy this video as we talk to Alix Holmes about her Open Space on integrating user experience design with agile processes For more information on this event or their sister event Agile Open Northern California check out the site at www agileopencalifornia com PREVIOUS Special Episode Greg Kirk Phoenix Scrum User s Group Sept 2011 NEXT Special Episode Larry Apke Phoenix Scrum User s Group Sept 2011 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 to stay up to date with the latest news techniques

    Original URL path: http://integrumtech.com/2011/10/alix-holmes-integrating-user-experience-design-with-agile-process/ (2016-04-26)
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