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In my view, formal training has no place whatsoever in a project life cycle. None. Projects are, by definition, discrete pieces of work having a finite time period and finite resources. No project dollars should be invested in formal learning of any project team members. Informal learning occurs as a consequence of doing work. Training on the job of a ...


4

...has produced great results so far. Sounds promising! I can think of several approaches to managing skills improvement / professional development in the context of scrum: Arguably, professional development could be considered "all part of the day's work" which is supposed to go on during a sprint. If you're figuring sprint capacity supposing that, say, ...


4

No, there are no classes that you come away with a PMP certification. The PMP test is a proctored test under full observation conditions. You register for the test with a licensed test facility. You show up on the day of your test and sign in. You then put everything but your clothes into a locker. They will give you some loose paper and a writing implement....


3

As far as I know there's no official "agile" training. Agile is a set of 4 values and 12 principles set out int the Agile manifesto. If you agree with them, and practice them in your job, you are "agile". The training I've seen is in specific methodologies (scrum, lean...). I do suggest you get some training or coaching before attempting them because ...


2

I propose you to read following books in order: "Peopleware" by DeMarko and Lister. "Scrum Guide" "Extreme Programming Explained" by Kent Beck. "5 Steps To Kanban" "Goal" by Eliyahu M. Goldratt "Software Estimation: Demystifying the Black Art" by Steve McConnell "Death March" by by Edward Yourdon "Waltzing with bears" by DeMarko. There are many others very ...


2

Here is my 2 cents: 1) Ensure that the documentation, queries etc are in the appropriate version control system. 2) Escalate to the functional manager the technical member reports to. 3) If the situation occurs again after 1 and 2, ask for a replacement resource that might be a better fit for the maintenance effort.


2

As you put Scrum tag I will answer from the Scrum point of view. The team should spend as much time for learning as they think it is necessary to produce product increment every sprint according to the definition of done. As long as Product Owner (PO) is happy with team progress I cannot see any reason to influence the team's training time. If the PO would ...


1

Kanban offers a great way to handle continuous improvement. You just need to introduce slack in the system. A developer can pick up work from the continuous improvement board whenever they're blocked.


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From the business standpoint, the organization needs to be able to measure some degree of efficacy in its training it provides to employees. Training is very expensive and it needs to provide a return that exceeds that expense, both qualitatively and quantitatively. And while training seems intuitively a smart thing to do, it is very hard to show ...


1

I hear you. I had a job in a large organisation before and it was unique. It had a knowledge base with work instructions and corresponding process maps to allow an individual to do their best. It meant consistency and accuracy in approach. This was done on Sharepoint with visio and word. There was version control of all of the work instructions. They ...


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