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Why does it need a crisis to make change happen? to we have prepare in the underground and let it crash and burn before we can change things with support of management? This is discussed in Mark Schwartz: At a seat at the table: Transformational projects occur when the amount of debt has become too much to bear Jez humble in Q&A: https://m.youtube.com/watch?v=2zYxWEZ0gYg&t=2890 John Cutler: https://anchor.fm/john-cutler/episodes/Too-Busy-To-Improve-for-Roman-e2ap3i what if you sit in the phoenix project at year 2 years, and know it will take another year to crash and burn before things change? Of course there's always the option to change jobs...
Why does it need a crisis to make change happen? to we have prepare in the underground and let it crash and burn before we can change things with support of management? This is discussed in Mark Schwartz: At a seat at the table: Transformational projects occur when the amount of debt has become too much to bear Jez humble in Q&A: https://m.youtube.com/watch?v=2zYxWEZ0gYg&t=2890 John Cutler: https://anchor.fm/john-cutler/episodes/Too-Busy-To-Improve-for-Roman-e2ap3i what if you sit in the phoenix project at year 2 years, and know it will take another year to crash and burn before things change? Of course there's always the option to change jobs...
In the company where I work we are embracing both Agile and DevOps methodologies. For me both the TUP and TPP books were eye opener, helping me to realize that we IT professionals all have the same problems. Some of the team members, working in the "old way" for the last 30 years, are having really hard time embracing the change. Unfortunately they are also the resources with better product knowledge, so their input is really valuable when discussing how to bring value to our customers. In case a solution does not exist, and you have to let one or more resource go, how would you suggest to do it without spreading "fear" to the whole team?
In the company where I work we are embracing both Agile and DevOps methodologies. For me both the TUP and TPP books were eye opener, helping me to realize that we IT professionals all have the same problems. Some of the team members, working in the "old way" for the last 30 years, are having really hard time embracing the change. Unfortunately they are also the resources with better product knowledge, so their input is really valuable when discussing how to bring value to our customers. In case a solution does not exist, and you have to let one or more resource go, how would you suggest to do it without spreading "fear" to the whole team?
I'm curious myself how to - in a more people-friendly way (read: avoiding people getting fired) - inspire the change bottom-up? Architectural Committees and groups like that are mostly (if not always) something that's enforced bottom-up, not to drive the change but to stop it before it even happens. I'm curious myself what are other people experience in going through this wall.
I'm curious myself how to - in a more people-friendly way (read: avoiding people getting fired) - inspire the change bottom-up? Architectural Committees and groups like that are mostly (if not always) something that's enforced bottom-up, not to drive the change but to stop it before it even happens. I'm curious myself what are other people experience in going through this wall.
:thumbsup: for Kotter's change model. I also am facing challenges with folks embracing change, even though they talk a lot about about it. I'm looking at applying what is described at https://www.scrum.org/resources/blog/agile-transformation-kata-organizational-change-patterns. Both https://www.incrementor.com/agile-transformation (Agile Transformation Kata) in the hopes of "extracting" change experiments inclusively from all levels, and https://fearlesschangepatterns.com/ trying patterns to introduce new ideas. See also https://leanchange.org/lean-change-management-3/.
:thumbsup: for Kotter's change model. I also am facing challenges with folks embracing change, even though they talk a lot about about it. I'm looking at applying what is described at https://www.scrum.org/resources/blog/agile-transformation-kata-organizational-change-patterns. Both https://www.incrementor.com/agile-transformation (Agile Transformation Kata) in the hopes of "extracting" change experiments inclusively from all levels, and https://fearlesschangepatterns.com/ trying patterns to introduce new ideas. See also https://leanchange.org/lean-change-management-3/.
I just finished reading the first chapter as well as all the comments above. Great insights, thank you!
My question to you at the moment: the book says Maxine didn't check her phone during 2 entire weeks of vacations. How realistical is this in the companies you've worked in the past? Weren't employees pressured to keep an eye on the business during their PTO or didn't they check it anyway, regardless?
My question to you at the moment: the book says Maxine didn't check her phone during 2 entire weeks of vacations. How realistical is this in the companies you've worked in the past? Weren't employees pressured to keep an eye on the business during their PTO or didn't they check it anyway, regardless?
The book touches on how the QA role is changing, but then Kurt changes roles and Adam stays a minor character. I've had lots of conversations with people in QA about how the field is changing, but I'm curious to hear from across a broader range of roles. Could you say more about how you see QA evolving, please?
The book touches on how the QA role is changing, but then Kurt changes roles and Adam stays a minor character. I've had lots of conversations with people in QA about how the field is changing, but I'm curious to hear from across a broader range of roles. Could you say more about how you see QA evolving, please?
@UN58R7G82 The team I predominantly work with have developers pair program. We do TDD. So... a tester will work with the pair to help the devs know what needs to be tested and how. One Dev then writes an automated test and the other implements the code. The testers will then perform our manual tests around exploratory, usability and end to end. Our testers also focus their efforts in daily Improvement, at the moment this sees them focusing on chaos engineering and how we can test better in production. Hope that helps.
@UN58R7G82 We have a mix.. in some orgs the QA engineers are embedded totally as part of a team. In others it’s centralized; and even in that model some QA engineers are dedicated to a team but report to a central manager (with all the other dedicated QAs) outside the team.
Thanks Kristi! We’re actually trying out something new within our teams after discovering cypress-cucumber-preprocessor that puts our previous QA Test Writer position into what seems like more of a business analyst role where they’re levering their QA skills to write user stories in gherkin syntax that can be easily converted into automated tests and/or documentation. Seems to be going great so far, but it’s all very new for sure.