New answers tagged team-management
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You may want to consider getting the team together and coming up with a working agreement.
This will need to be decided on by consensus of the whole team. The idea being that when people actively participate in drawing up a working agreement they are far more likely to follow it.
It is a lot easier to call people out for things like being late to meetings ...
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I suggest to apply fine, for every minute late, there will be a constant value for the fine example $5, but first you have to agree on this rule as a team, because scrum and agile project management depends on self organize team, and suppose to be funny, as the team knows the important of time-boxed events and the harm of being late, it will be easy to agree ...
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TL;DR
You don't describe your role on the Scrum Team, but the solutions require the active collaboration of all members of the team. In particular, the Scrum Master role is the process referee, and not simply a bystander separate from the rest of the Scrum Team. This is often obscured by a misunderstanding of the "servant leader" paradigm. As a coach and ...
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The appropriate solution to this depends on so many dynamics within your Scrum team and organization in general, that’s it’s really not possible to answer appropriately without knowing a lot more. But it would be too complex to discuss here. With that said, you might try...
Address tardiness directly at the time it occurs, have the SM or another appropriate ...
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As with any team, as project manager you need to allow them to manage themselves whenever possible. This is because project managers rarely have direct line management authority over the teams.
The team will need to:
Agree the work (scope) to deliver
Understand and agree the quality of each item in the scope
Plan their work, with only 2 people this is ...
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In your case, a Scrumban would be the solution, which means using Scrum methodologies tailored for a small team.
Kanban would be a good start and later adopt Scrum when the team is big enough or when the daily activity demands it. Scrum brings too much overhead for a small software team.
It is strongly advised to start from the beginning with the top of ...
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- Agile -
In the Agile methodology, the role of technical lead is viable. But it’s important to understand if your team really needs this technical lead. If the team is young, probably they need a leader who can coordinate the work process, while also offering some insight.
- Scrum -
In Scrum, there are only three roles: product owner, scrum master, and ...
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The majority of project management tools don’t allow you to appoint a team member to a specific task. If this is your case, I would recommend to have different Kanban boards for your teams.
But if you choose the tool that allows to assign team members to particular tasks, you can use one Kanban board in your project. This way I like more as it encourages ...
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Don't wait for the deadline of the task to receive customers’ feedback
If you have stories that cannot be finished because of missing information from your customer, this means that you are not exactly agile.
How agile works:
The development process has some milestones, in which micro-releases of product are made and feedback from your customer is received....
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Since you are "stuck" with this person, your other option is to improve their skills. One possibility is to pair them with a different dev each sprint, along the lines of my answer here: https://pm.stackexchange.com/a/27497/37642. Another is to put in cross-training stories, so each sprint includes formal cross-training between one dev and this person. Look ...
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Problem Statement: If I understood your issue correctly, then it is that QA engineer not able to understand and perform testing efficiently without multiple inputs and help channels.
Analysis: Well what's missing is, How are these tasks defined and communicated? If the user stories are defined in well format explaining the tasks in functional and technical ...
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Developers must validate their changes by doing their own unit testing on the product and then she does the user acceptance testing with users. I know this is contrary to the agile guidelines but her limited technical acumen means she is incapable of doing anything more than user testing.
I don't understand this statement. If you have somebody on the team ...
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A remark first: this person is not "less competent", they simply have a different job than yours.
Their job requires communication.
The question is how to get them to communicate in a way that does not disturb you.
You have told them what you prefer. They did not listen. The next step is to bring that up in whatever improvement process you have in ...
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