So you want to transition to agile, and have started reading about how there are only a few roles in an agile team: Scrum Master, Product Owner, or Team Member. In particular, you may be getting thrown off by this line from the Scrum Guide:
Development Teams do not contain sub-teams dedicated to particular domains like testing or business analysis.
If you’re a purist adhering to the letter of the law, this means you can’t have anybody in your team that is performing only one function, like a quality assurance analyst. However, “Being Agile” is about learning, changing, and improving, not being rigid. To succeed you need to take the framework, your team, and what works for you and adjust from there.
Continue reading Firing Your QA Team is a Bad Idea
Not my own words, but I think that Martin Hinshelwood’s posting on the new normal of the modern application lifecycle is a very important read for anybody interested in getting ALM and agile processes working in today’s industry.
In a world of deadlines, tight budgets, and high expectations, sometimes we need that superstar on the team that can “get it done” so we don’t make our clients look bad. On the many teams I have led, this superstar has shown up in a few different incarnations:
- The Hare
You want it done by 2pm? No problem. The Hare has no issue with short deadlines because the Hare can get it done in 15 minutes. What’s that you say? The senior team that estimated the work thought it would take at least 2 days? No problem, the Hare still thinks it can get done in 15 minutes. Lo’ and behold, 15 minutes later everything has been coded up, checked in, and the Hare is off to save another project from certain doom. The fact is that it hasn’t been tested, and maybe not 100% of the requirements are in there, and perhaps it has a few paths where a nice 500 error gets served…but that’s not a problem, because that’s what the rest of the team is for, right?
Continue reading What type of agile superstar are you?