Your processes look broken.
The Sprint is not meant to be a commitment the business can use to punish developers for not meeting.
I fear this will reflect badly on me since I was intended to write the feature.
...Who says this feature was intended for you? In Scrum, work is assigned to the Team, not to individuals. If it was assigned to the Team, then ...
In order to know how to reach the place you want to be, you first need to know where you are now.
You don't necessarily need a hierarchy for people to work better. A 20 people company can function well with a flat structure. Introducing intermediate management layers might benefit the work or might harm it. So you really need to understand the ...
From the strictly technical point of view:
Rise a risk. In this case the risk might be project failure due to insufficient control. The cause of the risk is missing or late reports.
Perform a qualitative risk analysis (high probability, high impact)
Perform a quantitative risk analysis (will cost xy)
Don't forget to include team members / experts during the ...
My understanding of the PMs job is the following:
PM is responsible for the success of the project. The PM is responsible to provide necessary information to the management in order to allow good decisions. If something out of the control or capacity of the PM hinders the PM doing or achieving this, the PM has to escalate this information also. PM is ...
You want to calculate Overall Labor Effectiveness. Here is a document that discusses it:
I hate to send you to Wikipedia but this write-up shows an example of how to calculate based on what appears to be a manufacturing job:
The overall ...
The results from cognitive research are largely statistical. You will not find a single canonical source for your question that can be expressed as a fixed percentage and that will be accurate across all domains.
There are, however, some generally-accepted rules of thumb for task switching, interrupted flow, and operational overhead. Each of these ...
It sounds to me like this specific issue is probably the tip of the iceberg. Although the company has clearly publically invested in deployment of a formal PM methodology, it sounds like there is no real appetite for the structure and control it provides, either "at the coalface" or with the management.
Simply put, if there is no appetite for enforcing a ...
CodeGnome's Law of Transparency says "No invisible work, ever!"
You say that
Different with others developers, QA don't have much Jira ticket under their names.
To which I reply - why not?
Every single day to day task that you listed, I could envision as visible as either a task, subtask, or workflow status. So... Why not do so?
Your calculation is correct, but you're misinterpreting the result.
Let's have a simple example:
Standard hourly pay (R) is $1
Standard working time (S) is 10 hours.
Actual time taken (T) is 8 hours.
Compared to the standard wage of $10 you're now earning -(10-8)^2/10 = -0.4. So you're earning $9.6 instead of $10, but you worked 2 hours less! If you ...
1) I don't believe he can do it in time (we got a 5 days sprint, two days left).
If this is the case, just raise the issue with him. Tell him: "Jerry, if you work alone on this I think we will not deliver it in the time left. Please let me help you". If he refuses, raise it with the Scrum Master (it's an impediment). This is a topic for the Sprint ...
This might be too broad of a question to answer completely in a post like this. I'll encourage you to think about your situation and break it down into sub-problems.
It sounds like there are at least two.
First, at least some stakeholders (you) are uncomfortable with the current way the project is being run. This can be due to the lack of ...
Get a bunch of open-minded people involved in the problem (or those invested in solving it) into a room, grab a whiteboard, and keep asking why - map out the symptoms, root causes and "vicious cycles" as nodes/links until you feel you've found the true origins, then ask yourselves if they can be fixed or not. i.e. root cause analysis (http://blog.crisp.se/...
I suspect not providing checkpoint reports is one of many symptoms that you are experiencing. It appears your organization has a very low to non existent PM capability maturity. Also, it sounds like your eight-month project is not a material project for your company.
The good news, you can only go up from here. Notwithstanding trying to make your ...
I have worked both in Waterfall setting as well as Agile. From time to time it is proven that resources cannot be productive at their work for 6-6.5 hrs a day. Remaining time goes into status meeting, collaboration and 'other stuff' that deviates them from being productive.
I would agree with above suggestions that task switching is not a good idea at all. ...