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Professional Scrum Development with Microsoft Visual Studio by Richard Hundhausen | Goodreads

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The Microsoft Press Store by Pearson. Each developer gets totally absorbed in his or her task. Each member of the Development Team does his or her part integrating the design, the coding, and the testing. Scenarios and features are completed and verified. Product Backlog items PBIs are moved to the done column. Everyone loses track of time. They are experiencing flow. Everyone feels happy and satisfied. Bruce Tuckman wrote about the stages of group development. He identified four stages in the development model: forming, storming, norming, and performing.

In the initial, forming stage, the individuals come together to form the team. This necessary stage can sometimes be completed quickly. Unfortunately, some teams never leave this stage. Once the team members are able to resolve their differences and participate with one another more comfortably, they enter the norming phase. Here, the entity of the team begins to emerge. The members converge on a single goal and come up with a mutual plan. Compromise and consensus decision making occurs in this phase.

High-performance Scrum Development Teams have reached the fourth and final phase, known as performing. These teams not only function as a unit, but they also find ways to get the job done smoothly and efficiently. They are able to self-organize and self-manage effectively. In my opinion, very few teams reach this phase, but every one that does has mastered the art of collaboration. In this chapter, we will look at some practices and tools that enable more effective collaboration.

The Agile Manifesto clearly states that while there is value in process and tools, there is more value in interacting with individuals. This is to say that Agile software development recognizes the importance of people and the value that they bring when working together.

If you put bright, empowered, motivated people in a room with no process and inadequate tools, they will still be able to get something accomplished. Their Velocity may suffer, but they will produce value.

They will also inspect and adapt their processes, while looking for methods of improvement. A bad process can screw up a good tool, but bad people can screw up everything. Fellow Professional Scrum Developer Simon Reindl reminds us that to err is human, but to forgive is vital. Software development is a team sport.

To succeed in this sport, game after game, the team must share the vision, divide the work, and learn from each other. In other words, they must collaborate. If the striker on a soccer team has his best game ever—scoring four goals—but the other team scores five goals, it is still a loss. The other team, with even mediocre players, probably collaborated better. A few years ago, Ken Schwaber did a series of podcasts where he answered frequently asked questions about Scrum.

These are software developers. Besides, Scrum is easy to understand. Chapter 1 pretty much covered it. No, what these people are talking about is the discipline of practicing Scrum correctly within an organization that allowed them to do so, every single day. I agree with the Agile Manifesto. This is evident throughout this book as I point out the value of interacting and collaborating with individuals.

I have discussed process and tools as well, but have been most vigilant in pointing out that not all application lifecycle management ALM tools and automation frameworks are healthy for a team. Most are. Some, however, can lead to one or more dysfunctional behaviors.

For example, social networks, televisions with digital video recorders DVRs , and video games are appealing and fun, but sometimes the kids or developers in this case need to get outside and interact with others. The client designed it so that email alerts would be sent when a work item changed to a certain state. These emails contained embedded hyperlinks that would redirect the user to a webpage that allowed managers or leads to authorize the state change.

It was a sophisticated system—it even knew which users could cover for others if someone was on vacation or out of the office. My company built it. The client installed it. It did exactly what they wanted, but they ended up not using it. The reason they mothballed it was that it was too mechanical and removed the opportunity for two people to meet face to face and have a discussion.

This was a learning opportunity for me and something I keep in mind whenever I see a shiny new feature in Microsoft Visual Studio. When it comes time to meet and collaborate with members of your Scrum Team or stakeholders, here are some tips to consider:. In this section, I discuss some of the general—but important—collaboration practices that a Scrum Team can adopt. Of course, I could just be talking about myself. But as they say, acknowledging that you have a problem is the first step in curing it.

For me, active listening was that cure. Active listening is a communication technique where the listener is required to feed back what is heard to the speaker. This can be as simple as nodding the head, writing a note on a piece of paper, or restating or paraphrasing what was said. This demonstrates your sincerity and respect for what the person is saying. It also helps alleviate assumptions and other things that get taken for granted.

Opening a laptop and clicking through emails or otherwise getting distracted by anything else is not active listening and may even be considered disrespectful. Another part of active listening is waiting to speak. This is my particular problem.

Fortunately, there are techniques that can be used to overcome this particular interpersonal dysfunction. My favorite is to take a stack of sticky notes with me and write down the things that come to mind while the other person is talking. Soon it will be my turn to talk, and I can go back through my notes.

See what I did? I solved the feedback and interruption problems with a single solution. Actively listening plus HARD communication is a recipe for successful collaboration. During a recent Sprint Retrospective meeting, Scott the Scrum Master brought up his observations made during the Sprint. He witnessed a few developers having difficulty conversing respectfully with each other as well as with stakeholders during a couple of meetings. As a team, they decided to improve their communication abilities, specifically their active listening skills.

Scott did some searching online and found several websites dedicated to the subject. During the next few Sprints, Scott coached the team as they adopted more and more of the techniques that they learned. I think we can all agree that communication and collaboration provides more value when practiced face to face, rather than remotely.

At least I would hope that everyone knows this, because we experience it every day of our lives. When two people communicate face to face, they exchange more than just words.

There are facial expressions, body language, and other nonverbal gestures. This kind of sideband data can be just as important, if not more important, than the text that is exchanged. Thank you, collocated Product Owner.

You just gave me back 20 minutes of my day. Remember that Scrum has several formal events meetings built into the framework where collaboration can occur. These are short, collaborative, time-boxed meetings with the specific purpose of solving a problem.

For example, if two developers need to discuss something with the Product Owner, but all the conference rooms are booked, they should meet anyway, somewhere, anywhere.

To some degree, business formalities, and even etiquette, go out the window during the Sprint when the Development Team is in the zone, developing and generating business value. When forming a new Development Team, collocation should be a requirement. This is not just a nice-to-have feature. The Product Owner should be nearby too, but not necessarily in the same room.

This way, the face-to-face communication can occur on demand. Fellow Professional Scrum Developer Simon Reindl suggests bringing a geographically dispersed team together periodically. This is especially true at the beginning of a new project, so they know with whom they are working. Professional Scrum developers know the value of collocation, and they strive for it. That said, there may be cultural, political, or financial reasons for not collocating the Development Team.

This is the reality that I see as I visit larger organizations. When I hear that, I hope that somebody, somewhere is doing the math on that, taking into account the decreased quality of the product and the process. Even if this decrease is not detectable or measurable, the decision makers should consider what the increase in quality could be if they were to bring the entire team together.

Of course not.



Professional scrum development with microsoft visual studio 2012 free download –

Designed for software development teams, this guide delivers pragmatic, role-based guidance for exploiting the capabilities of Application Lifecycle Management. In this chapter from Professional Scrum Development with Microsoft Visual Studio , Richard Hundhausen looks at some practices and tools.


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