Ambiguity abounds about value streams, so it’s good to clarify what they are, why they matter, and how to exploit them. It's important to help employees understand the organization's definition of value, to provide visibility on how business value is created, and to focus on the fast flow of value through the value streams. If everyone understands which direction to row the boat, they can steer toward it together.
In order to adopt DevOps, organizations need to be able to embrace the openness it requires, encourage experimentation and innovation, and work across departmental silos. You may be ready to encourage collaboration and communication to reap the benefits, but what if your company culture isn't? Here's how you can influence your organizational dynamics to lay the groundwork for DevOps.
In order to fully embrace agile and create an environment where individuals want to work together as a team, managers have to move from a role of dictation to one of direction and mentorship. Instead of making all the decisions, managers need to trust their team members and empower them to solve problems on their own, innovate, and fail—or succeed.
Change is a difficult but important part of business. It can be most difficult on the employees, but if you involve them in the planning process and make an effort to understand their points of view, you can mitigate resistance and facilitate the experience for everyone. This article deals specifically with ERP implementation, but its advice is useful for any change management situation.
Of all issues that impact getting quality products out on time, the team should never focus on simply managing costs. To minimize the risk of perpetual product delivery delays, define what “done” really means.
We’ve all worked with a talented developer who can be a frustrating challenge to manage. First-time managers may unknowingly encourage bad behavior. There are several innovative ways to resolve the situation.
Jaimee Newberry, co-founder and CEO at Picture This Clothing, chats with TechWell community manager Owen Gotimer about the power of communication, the HIPPO in the room, and how to create psychological safety in brainstorming sessions.
Jan Jaap Cannegieter, principal consultant at Squerist, chats with TechWell community manager Owen Gotimer about senior management’s new role in agile development, strategies for providing feedback to managers, and why more teams should shift testing right. Continue the conversation with Jan Jaap and Owen (@owen) on the TechWell Hub (http://hub.techwell.com/)!
In this interview, Jason Wick, senior manager at MakeMusic, discusses his STAREAST presentation about eight ways you could be making your one-on-one meetings completely useless. He discusses in depth what he feels is the number one way to ruin these meetings: holding back on feedback. He also offers advice on how you can educate your team leader to avoid the pitfalls that lead to ineffective one-on-ones.
In this interview, Melissa Tondi, senior QA strategist at Rainforest, discusses the foundation you need in order to have a positive introduction for new tools and technologies. She explains why the team leader has to understand what motivates each individual and how to get them excited about their job. Melissa says team members also have to realize that if they are in any way involved in testing software, they are a technologist, so they have to embrace the tools and technology that will continuously improve and streamline repetitive tasks.
Drawing from her own experiences across twenty years in a range of industry roles, Jaimee Newberry shares true stories of at least a dozen tiny but important things she still sees every day that could make all the difference in how people work with you.
Taking a newly formed distributed Scrum team from mediocre to high-performing has its share of challenges, including differences in language, culture, and time zones; a misunderstanding of Scrum; and the "us versus them" mentality.