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  • Episode #141 - WTF is Wrong With Agile? - Integrum
    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 and

    Original URL path: http://integrumtech.com/2015/04/episode-141-wtf-is-wrong-with-agile/ (2016-04-26)
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  • Episode #140 - Our Ideal Team - Integrum
    you accountable for it I think that s part of it If you have that mix of people do all of those people agree on those things Do they all agree that what s a good team looks like If they do are they willing to let somebody including each other lift them up to that accountability and coach them towards the practices that will get them there Roy In that metaphor I m just picturing it in my head and it seems to me if this Chris weight loss guy was also large and said like Hey we re going to do this together and we re both going to lose 200 pounds I feel like his job would be easier He d have more credibility Derek Yes and no The downside he would have the Jade You re going to get more empathy Derek He would have the empathy side but part of what he would lose is the Who are you to tell me that running 10 miles a day helps me lose weight when your fat ass still weights 300 pounds You lose some of the credibility there I think also you potentially lose some of the accountability Because it s like If I see you eat a candy bar then maybe it s OK for me to eat a candy bar because I m a fat can I do want to eat the It becomes easier and I see that is probably the one of biggest things I see on teams is let s say two people I totally want a pair program I m totally committed to it and the other person Yeah yeah It s like the first time the other person is like I m going over here and work on this real quick for a second and then the person is like OK Then pretty soon it s like You guys haven t paired in a month It s like Oh yeah but we still really want to They were both complicit in it because it was easy to do where if you had somebody who said Hey you guys said you were pairing today and I haven t seen you pair all day What s going on They don t have to be on the team or be one of the people that is pairing in order to hold that accountability there Jade I think in that case like in your example that person is part of their team Even if he s in a coaching role he s still part of They ve decided to come together to achieve some outcome They might not be doing the same work or doing whatever I m saying I m willing to accept your influence on me Derek That s why I said it depends on what you consider on the team If we re going after a shared result together and we ve both got vested interest in that result I would say we re on the same team Our roles on that team might be different Maybe the role of Chris Powell is to be that coach and that mentor and that accountability person and that ability to motivate and do those things and get to the bottom whatever facilitate doing that I think they re still part of that weight loss team together I would say that when the people got to the end of it they didn t go I did this all on my own I assume my other analogy would be Phil Jackson Somebody who s repeatedly won at the highest level with multiple teams multiple different players This is somebody that was able to get a collective group of people to believe Roy What sport are we talking about Derek It s basketball Jade laughs Derek In a style or a system or something around that and then hold them accountable to executing against that Again I would say Hey he got a championship ring right along with the teams that won championships form Was he part of the team Yeah but he wasn t a guy on the court necessarily putting the ball in the net Roy The definition of an ideal team change over time like I heard you describe and I have in my own picture and I m trying to fill in my opinion of what an ideal team looks like has change over time is that telling me that s always emotion and therefore unattainable Jade I think it s a reflection of your own maturity what you think the ideal team is Derek I think if you re in search of excellence and search of constantly improving yes There is no destination called perfect team There is a journey to perfect team Jade I ve seen glimpses of some of these things that we ve talked about all throughout my career in different groups and different teams that I ve worked with but never the whole picture Because my expectations are constantly rising My expectations for myself and the people that I chose to work with they re always getting higher and higher and harder to reach but I think that s what makes it the ideal Roy How does a team on the road to perfection deal with poisonous elements on that team Jade You got to turn them or get rid of them Derek Yeah I think if Jade There s no easy answer to that Derek I think if you re really talking of accountability from that stand point A are they on the bus Do they agree with the things that they have been agreed upon If the answer is no that s probably a pretty good sign that either you re on the wrong team or they re on the wrong team If the majority of the team is saying Hey we re going in this direction and you ve got somebody that says

    Original URL path: http://integrumtech.com/2014/09/episode-140-our-ideal-team/ (2016-04-26)
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  • Episode #139 - Rapid Team Growth - Integrum
    One of the things I see in families that do things well is they figure out how to preserve the traditions that are the most important where people can do the best to preserve what they need to out of that The other thing is they create new traditions together that are separate from either one of their extended families traditions Teams have to do the same thing where they are going to be certain practices and certain things that are just too emotional to let go of and finding how do I give you enough of your practices so you don t feel like you are losing everything I have enough of my practices so I don t feel like I am losing everything and how do we create some new practices together Where we can own those together and we are setting those new practices as a team we collectively built It wasn t through negotiation it was truly how do we make a new practice better than neither one of us has ever seen Clayton What if one of the practices or traditions is completely egregious to the other team Roy File for divorce Clayton My wife s family they get together every Easter and sacrifice a goat in a pentagon Or code example the other team wants you to quit laughter Clayton How do you reconcile those things Jade You sacrifice those people laughter Clayton You have to fight about that right Derek Well some of those are ones where you might have to do the new tradition I want Dart you want Godel whatever the case would be Jade Good God We ll have Christma Kwanzaa Derek You want NET I want COBOL so we are going to have to learn Ruby together because that s the only Roy If I can t get my way then you can t get your way then dammit neither one of us going to get our way We are going to discover a new way to get crosstalk Derek There are things where you don t want to compromise just for the sake of compromise or everybody walks away pissed off If I just compromised and say Fine we ll use NET I am just going to always be bitter and angry and pissed off that we did that Roy Yeah You used NET laughter Clayton Well the option was COBOL crosstalk Derek The point being is sometimes you are going to have to let go if nothing else to say like I am vulnerable to have to do something totally new and you are vulnerable to have to do something totally new and we are going o have to discover that together and go through all of that pain together And as a part of that we are going to come out way more unified about that thing than trying to coerce you to do the thing that I wanted to do Jade I think there s an important step that needs to happen before that that will make that journey a lot easier is understanding what everybody s hopes and desires are for being together We are creating this new family what do we want out of this It eases the burden of negotiating some of those practices Clayton In the team example take you are in a corporation and you get reorged now you have this team of 5 people and now it s 10 people because this is a reorg Those people probably don t have any hopes and dreams being on that team other than I am glad I didn t get fired How do you solve that problem Or how would you have that conversation when it may be not voluntary Roy Even when the team formation is not voluntary it doesn t take away from the fact that every single human being has hopes and dreams about their life in general And those are the ones that are valuable because those are the basis for which every single decision they make comes into play And it becomes a lot of easier to understand why even if I don t agree with it Derek might want to use NET if I understand what he hoping to obtain from that Derek I want to use Cobol laughter Roy I m sorry but you understand what I am saying But if I know the why he s making that decision it makes it a lot easier to understand and it helps make it a lot easier to find a solution that might would work for the both of us Clayton So there is some empathy aspect to it Roy Yes Jade We ve become human We understand our hopes and dreams We ve figured out the non negotiables We ve created new traditions et cetera et cetera Roy It s time to start getting to work Jade Now you ve got to get something done So now what Roy Start working Just do it Jump right in Jade What does that look like Clayton Does it ever look a certain way I mean isn t that Jade There is a huge temptation to put that off as long as possible Roy Or to go back to your old teams and work in two siloed groups Derek There is something to be said just for having to deal with that stuff and then to reflect on it Those are the two important things You just have to step forward Going back to marriage example I am so nervous about going to your family s house on New Year s Eve and whatever that tradition is But the longer that I put it off and the more I mop about it and the more I freak out about it That doesn t help me Just going and then recapping And then either going That really wasn t that bad I really ended up and your brother

    Original URL path: http://integrumtech.com/2014/06/episode-139-rapid-team-growth/ (2016-04-26)
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  • Episode #138 - Principles or Practices - Integrum
    like an over arching principle per say I think doing working teams is kind of is Maybe there s a false in that a bit but my question would be is it about everybody owning the code In which case shouldn t everybody own the simple code too If we start to look at what does automation look like If it s so simple that anybody can do it could you automate it I think it starts when you have a little bit more depth into the principle of like why do we pair We pair because we want to work in teams and we pair because we want collective code ownership we pair because and you list off five or six principals Then when somebody says Hey I don t want to pair on the hard stuff It s like OK Well maybe that solves the We do difficult work in small teams Maybe that applies but then how do we still have collective code ownership if we re doing that I think its understanding that there is depth to principles It s not one practice aligned to a single principle more often than not it s a practice might aligned to three or four different principles When people try to tweak them it s like Well I m tweaking at this because I don t really Tweaking it this way doesn t invalidate that principle but it might invalidate some other principle I think that s why it s important to know those I think that when people know them that s why they don t want to throw their practices away because they know they are getting more than just the surface bang for the buck Jade How do you get teams to understand that We ve seen a lot We ve seen a lot of people reject a lot of practices that we know are good for them but they don t understand it yet Derek I think sometimes you have to I don t want to say enforce them to do the practice but I think you have to strongly encourage them to do the practice for some length of time so that they can start to see the benefits and start to see the depth of it When they throw them away they come back to them because they realize what their losing If I m pairing all the time and I get all the benefits of pairing all the time I decide to lax out and not pair on the hard stuff or not pair I start to get bit by bit those other things and somebody from an outside view point can say Man it doesn t look like this is working out so well for you Then somebody s like Oh well that s because so and so did that in the corner and blah blab and I didn t like the way they implement it It s like How come you didn t know the way they implemented it We don t pair on the hard stuff Oh In the easy stuff Oh Tell me more about that right It gets to be able to re frame that but if you say I don t like paring so I m not going to pair You never are going to understand the values of the principles for that practice Clayton There s a lot to be said for having the ability and I think a lot of it comes from experience to be able to identify some particular patters or problems that the team might be having and say OK well he s pairing again If the team were doing more pairing this would be less of a problem or it would help them come to a better solution on their own Having that experience to be able to suggest those things and having a time boxed length of time that people could try new things I think that goes a long way I don t know how that works with principles though Roy You can t time box principles forever Clayton Well I think they are so abstract they are too high level Roy We were going to have collective code ownership for the next two weeks and then maybe we won t collectively own the program anymore Clayton Yeah but that feels wired right Roy Right Jade What happens if you only see the practices and you don t understand the philosophy that is driving those things Clayton At a certain point you probably start cargo culting and if you don t understand the philosophy I don t know any off the top of my head but there are times where there practices that frequently work towards a particular philosophy or principle will work against it when applied incorrectly We see that all the time when you throw out the baby with the bath water Derek I don t know if I fully agree with that More often than not even when people do a fair amount of cargo culting their still way better off than they were doing nothing or doing what they were before What you tend to see is you either see a plateau If I cargo cult something like a stand up or something it s still way better that I spend 10 minutes talking with the team rather than never ever talking to the team I m going to hit a plateau that only takes me I only get so much benefit for that and then it flattens off It feels like I might be doing more damage even though in reality it s still better than it was or what you ll see is you ll see practices get abandoned fairly quick because they don t understand the benefit or the reasons for it Jade We ve dealt with some teams recently that have adopted many of the surface level Agile practices but

    Original URL path: http://integrumtech.com/2014/06/episode-138-principles-practices/ (2016-04-26)
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  • Gangplank collaborative workspace | Integrum
    what we do for our day jobs It s our passion It s our calling Anyone can say they re innovators but it takes a special team to actually do it We ve done it for major corporations huge governments and conservative companies around the world Now we have the experience and knowledge to do it for you See what others say about Gangplank In your career there are things you remember as ones where you were part of something that made a difference The City of Chandler s relationship with Gangplank is one of the things that I consider making the biggest difference in taking Chandler to the next level one of the things that will make a difference for years to come Christine MacKay Director of Economic Development for the City of Chandler What Gangplank offers me is a wonderful place to become the worker I know I am It forces me to get out of my comfort zone It reminds me that I make a difference Kathy Jacobs Jacobs Training and Consulting Changing Economic Development Christine Mackay shares the significant impact Gangplank has had on the City of Chandler s economic development Gangplank Innovation Integrum leader and

    Original URL path: http://integrumtech.com/gangplank/ (2016-04-26)
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  • Episode #05 - Multi Team Retrospectives - Integrum
    Additionally it s very difficult for people to have the courage to be honest when it s basically just you and your pair and a facilitator You ve got a three man retrospective that is also makes it fairly difficult Chris It s difficult also in terms of scheduling if I were to try to do that Also we do get a lot of benefit from the whole team retrospective That s where a lot of our engineering practices and things are established In reading in the Agile Estimation Book Retrospectives I m sorry what is it The Agile Retrospectives Derek With Esther Derby I believe Chris Yeah That generally I d be coming in with data say Hey our code coverage is dropping Hey listen our whatever I d actually have some data and we could talk specifically to that Is it sort of embarrassing to say Hey this team Let s talk about this team s problem Let s all focus on them I don t think that s going to meet with a lot of success either We did make this move to bring on somebody as full time Scrum Master I m realizing more and more that my engaging people during the week is going to more important when it comes to those types of things I have to have some courage myself to be able to bring people together and see what we can do about those types of problems From what I ve been reading about generally the best type of situation is we actually have Scrum Master per team That s silly when we re running two person teams as well I m still not exactly sure exactly what the Derek That s one of the other difficult things I really played with it one time maybe two weeks where we do retrospectives as entire unit and inter mix the teams and mix the teams up and try to get some honest courage hit those lowest common denominator problems and really pick up our engineering practices and pick up our Scrum practices and XP practices Then maybe every third week try to do a retrospective that highlighted each team as an individual team as part of the exercise even though it was facilitated all at one time The problem is that that becomes fairly difficult to find exercises that work that only have two people providing the input to that data Maybe the right answer is we do something like that but instead of being a data gathering retrospective maybe we take some of the data that has been gathered as part of retrospectives over the two previous weeks plus data that we ve seen or harvested or discussed not during retrospectives and bring that in Then try to facilitate those one on one with each team for part of the retrospective and have it be a little more pointed Of course the difficulty is some of these start up projects that we

    Original URL path: http://integrumtech.com/2011/02/scrumcast-5-multi-team-retrospectives/ (2016-04-26)
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  • Episode #143 - Feedback Loops - Integrum
    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 and events in the Agile community Signup

    Original URL path: http://integrumtech.com/2015/04/episode-143-feedback-loops/ (2016-04-26)
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  • Springboard Series Project - Integrum
    to provide a seamless transition for users This included finding the best ways to present and group data inside the application along with building a favorite system into the application to entice users Combine that with the easy to use search function giving users a powerful tool in performing their daily jobs We faced a few challenges designing and laying out the app so that it was easy for users to navigate said lead developer Chris Coneybeer The new Metro interface and standard UI controls allowed us to give the users a really simple flowing experience with a wealth of information at their fingertips By having the Springboard for Windows app on their phone IT Professionals will have the ability to see the latest news articles and videos anywhere Content is separated into the same Lifecycle Stages as on the website Discover Explore Pilot Deploy and Manage The WP7 application also provides the ability for users to search TechNet based on Keywords Knowledge Base article IDs and Event Error Codes which gives them a great tool for working in the field Another great feature is the ability to save favorites inside the application for when users come across a great

    Original URL path: http://integrumtech.com/2011/01/springboard-series-project/ (2016-04-26)
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