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Re: Performance Reviews





Op 22-mei-2015 om 07:42 heeft Michael James mj4scrum <at> gmail.com [SCRUMDEVELOPMENT] <SCRUMDEVELOPMENT <at> yahoogroups.com> het volgende geschreven:

 

I’m also interested in practical suggestions, as clients have asked me about this.  The first team I did Scrum in didn’t have an HR department, performance appraisals, and all the harmful things those things entails.  Once that stuff is established, it seems harder to remove it (though Adobe has take steps in that direction).

A few years ago I attended a session at a Scrum gathering about how to make performance appraisals more effective in an Agile environment.  If we believe performance appraisals are harmful, this idea is misguided.  If the effect of performance appraisals is harmful, we should be working to render them as *ineffective* as possible.  Sabotage them.
 I disagree, the way companies that use PV are set up , you will loose
 For example, if I’m a supervisor who’s been told to stack rank my subordinates, I might go to the HR department and roll dice in full view of everyone.
 
They will blame you , as it's your job (according To them) and might fire you On tje spot.
 Although That is probably ok for most people On this list, (At least I hope) 

Yet it does not help to make the effects of PV be visible

I’ve reserved the domain name http://www.sabotageperformanceappraisals.org , but too lazy to set anything up there.  Would anyone like to help me with graphics?

—mj
(Michael)


On May 21, 2015, at 8:10 PM, George Dinwiddie lists <at> idiacomputing.com [SCRUMDEVELOPMENT] <SCRUMDEVELOPMENT <at> yahoogroups.com> wrote:

Michael,

On 5/21/15 2:38 PM, Michael Wollin yahoo <at> mercurysw.com 
[SCRUMDEVELOPMENT] wrote:
>
>
> George,
>
> I’m looking for what would have me AND my client convinced to try
> something new, and inspect and adapt from there. The only thing I am
> convinced of is that the current system is failing them. The other thing
> I am convinced of is that I have to have my ducks in a row. How many of
> us ran to our managers in the 80s with copies of Peopleware hoping
> they’d read it and change?

Did that work for you? I find change a bit harder than that. I'd suggest 
starting with talking with those who have the power to make drop or 
drastically change performance reviews. Find out what they think about 
them--especially what problem they solve for them. What is it that they 
would absolutely want to preserve if they made a change?

Without knowing that, I think you're shooting in the dark.

- George

>
> - Michael
>
>
>> On May 21, 2015, at 12:20 PM, George Dinwiddie lists <at> idiacomputing.com
>> <mailto:lists <at> idiacomputing.com> [SCRUMDEVELOPMENT]
>> <SCRUMDEVELOPMENT <at> yahoogroups.com
>> <mailto:SCRUMDEVELOPMENT <at> yahoogroups.com>> wrote:
>>
>> Michael,
>>
>> OK, good luck. You're telling me what _you_ find convincing, not what
>> your client finds convincing. But you're already convinced.
>>
>> You might ask Esther Derby for recommendations.
>>
>> - George
>>
>> On 5/21/15 1:11 PM, Michael Wollinyahoo <at> mercurysw.com
>> <mailto:yahoo <at> mercurysw.com>
>> [SCRUMDEVELOPMENT] wrote:
>> >
>> >
>> > I have some pull, George. I was trying to eliminate pointers to
>> > everyone’s overgeneralized blogs. I find that articles in HBR or from
>> > Deming, etc. have a rigor that allow me to be deeply grounded when I
>> > make my recommendations. Moreover a well written, peer reviewed or
>> > scholarly article does help support things. I have an opportunity to
>> > impact things. There is a window where leadership is looking for
>> > alternatives (within the constraints they too are under).
>> >
>> >
>> >> On May 21, 2015, at 11:58 AM, George
>> Dinwiddielists <at> idiacomputing.com <mailto:lists <at> idiacomputing.com>
>> >> <mailto:lists <at> idiacomputing.com> [SCRUMDEVELOPMENT]
>> >> <SCRUMDEVELOPMENT <at> yahoogroups.com
>> <mailto:SCRUMDEVELOPMENT <at> yahoogroups.com>
>> >> <mailto:SCRUMDEVELOPMENT <at> yahoogroups.com>> wrote:
>> >>
>> >> Michael,
>> >>
>> >> Who do you need to convince, and what would they consider authoritative
>> >> enough to overrule their existing beliefs?
>> >>
>> >> - George
>> >>
>> >> On 5/21/15 12:12 PM, MichaelWollinyahoo <at> mercurysw.com
>> <mailto:Wollinyahoo <at> mercurysw.com>
>> >> <mailto:yahoo <at> mercurysw.com>
>> >> [SCRUMDEVELOPMENT] wrote:
>> >> >
>> >> >
>> >> > Yeah. That.
>> >> >
>> >> > Where can I read up on ideas that can be /realistically/ proposed
>> to my
>> >> > client about ways to compensate and evaluate agile developers?
>> >> > Eliminating performance reviews entirely would be really great,
>> but not
>> >> > possible in the short term. So specifically, I’m looking for ways to
>> >> > still have performance reviews but
>> >> >
>> >> > * Avoid zero sum game pitting developers against one another
>> >> > * Not encourage documenting tasks done in order to get credit
>> >> > * Give managers some guidance on what to focus on
>> >> >
>> >> >
>> >> > Can someone point me to articles with some gravitas (HBR, etc.)?
>> >> >
>> >> > Thanks.
>> >> >
>> >> > Michael
>> >> >
>> >> >
>> >> >
>> >>
>> >> --
>> >> ----------------------------------------------------------
>> >> * George Dinwiddie *http://blog.gdinwiddie.com
>> <http://blog.gdinwiddie.com/>
>> >> <http://blog.gdinwiddie.com/>
>> >> SoftwareDevelopmenthttp://www.idiacomputing.com
>> <developmenthttp://www.idiacomputing.com>
>> >> <http://www.idiacomputing.com/>
>> >> Consultant andCoachhttp://www.agilemaryland.org
>> <coachhttp://www.agilemaryland.org>
>> >> <http://www.agilemaryland.org/>
>> >> ----------------------------------------------------------
>> >>
>> >
>> >
>> >
>> >
>>
>> --
>> ----------------------------------------------------------
>> * George Dinwiddie *http://blog.gdinwiddie.com
>> <http://blog.gdinwiddie.com/>
>> Software Developmenthttp://www.idiacomputing.com
>> <http://www.idiacomputing.com/>
>> Consultant and Coachhttp://www.agilemaryland.org
>> <http://www.agilemaryland.org/>
>> ----------------------------------------------------------
>>
>
>
>
> 

-- 
----------------------------------------------------------
* George Dinwiddie *  http://blog.gdinwiddie.com
Software Development  http://www.idiacomputing.com
Consultant and Coach  http://www.agilemaryland.org
----------------------------------------------------------





--

Yves Hanoulle 
Phone 00 32 467 43 38 32

Skype YvesHanoulle

Blog: www.Hanoulle.be

Coaching Question Of the Day: http://twitter.com/Retroflection



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Performance Reviews



Yeah. That. 

Where can I read up on ideas that can be realistically proposed to my client about ways to compensate and evaluate agile developers? Eliminating performance reviews entirely would be really great, but not possible in the short term. So specifically, I’m looking for ways to still have performance reviews but  
  • Avoid zero sum game pitting developers against one another 
  • Not encourage documenting tasks done in order to get credit
  • Give managers some guidance on what to focus on

Can someone point me to articles with some gravitas (HBR, etc.)? 

Thanks. 

Michael


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Posted by: Michael Wollin <yahoo <at> mercurysw.com>


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Fwd: Scrummaster and agile coach salary survey



Hi ,

Recently I was in a few discussions on and offline when companies or individuals ask what is normal daily rate / salary for a scrummaster or an agile coach. 
When they find info, it's usually from the USA, yet not from the rest of the world. 
When I saw a survey about the rates in South-Africa I thought, oh that is a good idea to do it more globally .

So I created an (anonymous) global salary survey. 

I would like to have answers from all countries.

Will you share with your network?


Thank you

Yves Hanoulle




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Estimation Units in Scrum




(Please know that I plan to share the results of my research back with the multiple forums that I've used to do this research)

Estimation units are not really part of Scrum, though Scrum does require that you estimate things at times.  Also, some estimation is done in our industry/Scrum that is not really required  by Scrum at all.

I'm very interested in the responses of the talented people on this list -- primarily those who have a wide array of coaching experiences in this area, but I'm also open to that "diamond in the rough" idea as well.

There is a lot of subjectivity, context, background, "why do we estimate stuff at all?", "what does effective mean?" etc around estimating.  I get that.  That's not my focus here.  I'm trying to keep my focus here laser sharp -- simply estimation units at multiple levels that people on this list have judged to be effective.  I'm aware that there is a plethora of estimation techniques and units out there.  I'm not interested in some estimation unit that you "heard about" or "read about".  I'm interested in a technique that you personally have actually seen practiced and you judged it to be effective (in your awesome and subjective opinion).

So...

1.  Besides story points, what, if any, effective estimation units have you seen at levels "higher" than the Product Backlog?  (i.e. at a vision, portfolio, strategy, chartering/pre-project/pre-team, roadmap type level)

2.  Besides story points, what, if any, effective estimation units have you seen for estimating Product Backlog Items? (i.e. at a release planning, program, sprint type level)

3.  Besides hours, what, if any, effective estimation units have you seen for estimating the work in a Sprint Backlog?

If any of your experiences with effective units is solely more than 5 years old, that might be worth mentioning as well.

For me, the answers would be:
1.  T-shirt sizes
2.  none (remember, I asked... "Beside story points....")
3.  Tasks that are "right sized" to one day or less --- so "number of tasks"

So, pleas e hit reply, and tell me what you've seen be effective IYO, besides the ones mentioned in the questions above.

Have a great day and... Scrum On!
-------
Charles Bradley
Professional Scrum Trainer
Scrum Coach-in-Chief
http://ScrumCrazy.com



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Quote about estimating cost/value



I seem to remember quote similar to the following from a few years ago.  Anyone know who said it?  (Maybe Agile 2012?)
(I already did several google searches myself -- to no avail)

(Speaking to the "business" I presume)

"If you're not going to estimate the value of features, then we're not going to es timate the cost of features"
Anyone know who said it or where I can find the quote?

-------
Charles Bradley
Professional Scrum Trainer
Scrum Coach-in-Chief
http://ScrumCrazy.com



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[ANN] Leading/Coaching Agile Organizations Workshop - June 16-17



For agile leaders and coaches, I will be leading a workshop focusing on self-leadership agility and leading organizational agility in Atlanta, GA on June 16-17, 2015. This is a one time event this year and is designed for anyone who is leading or guiding agile maturity within an organization or across organizations.


Only one more week for early bird pricing. Space is limited to 20 participants for rich discussion and relevant focus on applying the concepts. For more information, or to register, use the link below...


Leading/Coaching Agile Organizations




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Out of Office (F. Zimmerer, Creativ Software AG)

Guten Tag!

Besten Dank für Ihre E-Mail. Ich bin ab dem 27.04.2015 wieder erreichbar.
Ihre E-Mail wird nicht weitergeleitet. In dringenden Fällen senden Sie
bitte Ihre Anfrage an info <at> creativ.ch.

Hello!
Thank you for your e-mail. I return to the office on 04-27-2015. Your
e-mail will not be forwarded. For urgent matters please send your enquiry
to info <at> creativ.ch.

Freundliche Grüsse/Kind regards,
Creativ Software AG
Frank Zimmerer

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Scrum Master and Risk Management



Hi,


Recently I've been told that a really good scrum master among other things should be responsible for Risk Management. So far I haven't been able to get an answer on what exactly Risk Management meant there (other than, well, you know what risk management is, don't you).


Scrum Guide doesn't say much about risks generally. That is my question is: should SM be responsible for risk management, and what that meant in the context of Scrum?




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Stumped by 3rd party testing



I was asked a question yesterday and I’m stuck for an approach.

 

It’s not related to my workplace, we have teams with good mix of development, testing and design skills, but I was asked this by an ex co-worker who is looking to improve current work practices in his new place.

 

They are looking at scrum as an option.

 

So my first question was to ask what is the problem they are trying to solve and then  we could see what suits. I saw this as a coaching opportunity and a valuable learning experience for me, even if it’s just a conversation over a few pints.  

 

So I started to dig deeper.  Most of the questions revolved around scrum, user stories, acceptance criteria, definition of done, and the need to improve time to market. Ok so far.

 

Then we came to team structure. Through discussion it was mentioned that they have a 3rd party test team that they pass everything over to towards the end of an iteration and then they fix the issues in the next iteration.

 

Smelly alarm bells and lots of spinning cogs.

 

So some points I’d need to consider are to see if it’s about throwing code over the wall, getting them to look at the perceived reduced cost, and asking how this 3rd party actually works. How do they communicate what stories they are working on, how do they test, how are things reported back?

 

Then thinking about this a bit more, the only way I can see this working is if the 3rd party can provide an agile testing service and be actively involved in that iteration; be it planning, any daily stand-ups, looking at remote pairing, and generally being in the loop. Now that could be done via skype, hangouts or webex/join.me. Looking at developing joint ownership would be key.

 

I don’t see scrum working for them otherwise, unless anyone has any experience? If not,  there are some practices that might help them improve such as TDD, CI, and looking at their refactoring approach if it exists.

 

I’m just seeing lots of mini-waterfalls/shorter iterations.

 

Thanks

 

Richard

 

 

 

 

 



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The Value of Unit Testing Per Se

I am talking to a client dev manager who, while all on board with automated testing and continuous
integration, does not see the value in unit tests. This I see as a problem. His argument is that if the
automated system tests are fast enough, that is all you need to find any regressions. Moreover, if for some
reason you can’t exercise all the cases at that level, you the integration tests can. So writing unit
tests is generally a waste of time. 

I have two requests. First would be a very good article that addresses this specific argument and also
explains the benefits of JUnit (XUnit). This is DISTINCT from the value of TDD. I suspect the answer is
about code fragility but he argues that you can refactor and the system tests will catch any regressions.
Second, would be a great article on the deeper value of TDD and why it yields better design and cleaner code,
but that is less important to me right now. 

The first argument is the primary. I want to explain why Unit testing specifically has value, even if the
unit tests are written after the code. 

Any great references would be appreciated. 

Thanks, 

Michael

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Looking for beta testers



Hello, I'm looking for 10 beta testers for a new app that makes team communication with people & apps better.


If interested, please email me at brett <at> hall-inc.com. The only commitment is having time for a 10 minute survey once a week.


Thanks.



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Gmane