Re: [scrumdevelopment] Re: Nitty-gritty detail of updating Scrum artifacts
- On Saturday, July 1, 2006, at 1:30:41 PM, Cees De Groot wrote:
> So, in the meantime, all I can do is try to keep things silent...Here's an idea. It's more of a thought experiment than a suggestion.
Pick someone with influence who has a job that requires
concentration. Go sit by their desk, all day, and talk to them all
the time. They will soon tell you that they have to get some work
done. Say "Go right ahead," and stay there, continuing to talk to
them. Be sure to be as distracting as possible.
Finally they will go berserk, screaming that they can't think with
you making all that noise.
Smile, and say "That's what I'm here to talk with you about. The
programmers can't concentrate effectively with all this noise. What
shall we do about it?"
War remains the decisive human failure.
-- John Kenneth Galbraith
- When I read about an organization with rampant context switching,
siloing and resource fragmentation, I believe it is management's
responsbility to figure out how to address the organizational
dysfunctions rather than blame the developers for not being able to
commit to what they can get done in short time frames under such
To say that the problem appears to be that the developers are slacking
off exhibits so much arrogance on the part of management, my gut
reaction is to suggest that if management has no more problems to
solve and yet the development throughput is unsatisfactory, then maybe
the organization needs less managers and more developers.
On 7/4/06, Wolfgang Schulze Zachau <wolfgang@...> wrote:
> The unfortunate lad reports to a different team, and I am allowed to make
> use of approx. half his time.
> I don't need to suspect. I *know* they all do things that are unrelated to
> sprint. This is due to all of us having to do day-2-day IT support for
> approx. 50-60 other staff (who range from almost complete computer
> illiteracy to somewhat advanced homw users), plus everyone has their
> personal career development objectives, which they need to spend 4 hours a
> week on doing.
> The support work is on average not enough to keep a full man busy, so we
> have decided to rotate this around, then at least everybody gets 4 days of
> relatively uninterrupted work per week.
> Have you sat
> > down with Jimmy and his partner and pointed out that they are
> > failing to meet their commitments, and asked why?
> Yep, I have. And that's when the excuses come alive. Which is why I wanted
> them all to report back how exactly they are using their time when not
> working for the sprint.
> There used to a habit here that other staff would just walk up to a member
> of the IT team, state their demands/requirements/wishes and expect things
> get done on the spot (supported to some degree by the MD himself). I have
> pretty much stopped that and now at least these folks either go through me
> or they log their work requests in the (ever popular) bug tracker, so that
> we can prioritize them and then schedule them.
> But then, we are an e-commerce company, our IT systems are the very blood
> that keep this company alive. There are numerous justified occasions where
> emergencies need to be responded to right away. I simply want them tracked.