Scope Creep

The biggest problem that most ScrumMasters face is defending the team from Scope Creep. We are going to have some strategies for defending your team and product. - Rod Claar, CST

Portfolio Pics

The value of Mentorship

By separating developers into Newbies and Veterans, we create the psychological incentive to explore more of the code base. Ambitious developers quickly want to shed the Newbie label and fully participate in the rest of the team’s work. However, by starting out by becoming an expert in one part of the system, the Newbie can quickly gain confidence in their ability to participate and make a meaningful impact on the system.

Google article

I recently read an article from Harvard Business Review.  http://hbr.org/2013/12/how-google-sold-its-engineers-on-management  I wanted to share a few highlights, I found to be universal.

Project Oxygen was always meant to be a developmental tool, not a performance metric,” says Mary Kate Stimmler, an analyst in the department. “We realized that anonymous surveys are not always fair, and there is often a context behind low scores.”

Therefore we created upward feedback survey (UFS)

People ops designed the training to be hands-on and immediately useful.  In “vision” classes, for example, participants practiced writing vision statements for their departments or teams and bringing the ideas to life with compelling stories. 

In 2011, Google added Start Right, a two-hour workshop for new managers, and Manager Flagship courses on popular topics such as managing change, which were offered in three two-day modules over six months. 

“Engineers hate being micromanaged on the technical side,” he observes, “but they love being closely managed on the career side.”

People don’t quit companies—they quit managers.”

I did not bring you here to teach them.  I brought you here to help them do their jobs better."