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

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Besten Dank für Ihre E-Mail. Ich bin ab dem 06.07.2015 wieder erreichbar.
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Hello!
Thank you for your e-mail. I return to the office on 07-06-2015. 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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Re: Performance Reviews



Ron, I agree that it is unclear... but let me see if I can make it better, then if I can, I'll suggest changes to Jeff (He and I had traded emails earlier on clearing up the article).

Imagine these notes under the headings as such:

The Process Takes Three Meetings to Initialize
(In the Review Template linked down below, this section refers to the "Individual Performance" part of that Review Template)

and..
The Review Ratings
(In the Review Template linked down below, this section refers to the "Development Team Rating..." part of that Review Template)

While this may not be the best way to fix the article -- does the above help your "shared understanding" of how the review process works?

(One other "hole" is who does the "Company Rating" on the Review Template)

-------
Charles Bradley
Chief Executive Officer
Professional Scrum Trainer
http://AgileSoftwareTraining.com
Agile Software - Training, Consulting, Coaching

From: "Ron Jeffries ronjeffries <at> acm.org [SCRUMDEVELOPMENT]" <SCRUMDEVELOPMENT <at> yahoogroups.com>
To: SCRUMDEVELOPMENT <at> yahoogroups.com
Sent: Sunday, May 31, 2015 4:06 PM
Subject: Re: [SCRUMDEVELOPMENT] Performance Reviews

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Hi Charles,

On May 26, 2015, at 9:51 PM, Charles Bradley - Professional Scrum Trainer and Coach chuck-lists2 <at> emailchuck.com [SCRUMDEVELOPMENT] <SCRUMDEVELOPMENT <at> yahoogroups.com> wrote:

I'm not seeing what you're talking about.  Can you be more specific?

Reluctantly, here are some thoughts. Reluctant, because ideally they’d be addressed privately to Jeff, not to this group. But you did ask.

In essence the core algorithm of the article comes down to:

  1. Employee rates self;
  2. Employee and reviewer discuss ratings;
  3. Reviewer rates employee;
  4. Employee rating stands.

At this moment the reader is all WTF, the employee rating stands??. What follows doesn’t help alleviate the WTF.

In particular this section:

The higher rating supercedes the lower. If the reviewer gives a 4 and the team gives a 7, it is a 7 and so forth. This review is a form of 360 degree feedback where the review process is designed to surface gross disparities between market perception, customer perception, company perception, team perception, reviewer perception, and individual employee perception of their performance. Gross disparities are rare and should be dealt with on an exception basis.

… seems to be saying that there is a team rating. Are we talking about a single employee, rated by their team? If so, there’s something missing above? Are we talking suddenly about how to rate a whole team (which could be a good review idea)? If so, then the first part should have said “Team rates itself”, etc ...

The quoted section goes on to refer to a number of “perceptions”: market, customer, company, team, reviewer, individual. (Likely this should have been a new paragraph.) Either way,t the procedure itself only addresses what the reviewer and the individual do. Somehow a whole bunch of people seem to have popped into the equation. Compiler explodes with “undefined term” messages.

Naturally, I can imagine an answer. the problem is, I can imagine many disparate ones, mostly wrong.

One candidate answer is: “either the employee or reviewer may make [un]substantiated claims about the views of other individuals or groups regarding the employee’s performance”. If I guess that, which seems a possibly sensible thing to do, I’m still left with a huge gap in understanding how those claims would be created, used, assessed, or adjudicated. It also puts quite a burden on the other people involved, since in fairness, the employee and the reviewer should both be engaged in getting this information. (Together, one would have hoped, but together isn’t part of this scheme.)

Another answer might be “use common sense”, which makes the questioner go away but each questioner goes away with a different answer in his head, since “common sense” is never common and often not sense. 

Overall, in my opinion, the article leaves too much to the imagination, which means that this advice will be used, if at all, in random unintended ways. The rubber doesn’t meet the road. 

Ron Jeffries
If not now, when? -- Rabbi Hillel







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Metrics for Product Backlog



Hello,


PO is said to be responsible for maximizing the value of the product and work of the team, and SM is to help her.


But how to 'measure' effectiveness of product backlog management? The goal behind the question is to understand if PB can be managed more effectively.


Is there any set of metrics that can answer the question? 


I know people use Lead / Cycle time etc, but it may be there are others there in the wild that I've never heard of.




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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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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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Gmane