Each day during a sprint we:
This is a typical burndown chart shared within our company-wide slack feed. This type of burn down chart is affectionately known as a “ski ramp”, where your progress is so good, you decide to commit to more work during the sprint (usually because something got blocked). We found a combination of fewer distractions and reduced commute time increased focus time and resulted in outputs that exceeded our own estimates.
Sharing burn downs with the entire company wasn’t about upper management oversight, but about finding ways we could support each other to deliver. Our teams had the whole organisation cheering them on if they appeared off track. We had team members from other teams offering to help any time the burndowns got off track. These metrics were an ideal opening to a conversation about what the challenges were and how the entire organisation could help a team. There were plenty of examples of team members supporting each other.
We also wanted to assess ourselves against the core Agile principles we subscribe to:
* People and Interactions – our teams shared Slack channels with client stakeholders and we provided access to a video conference location for team members to jump on and collaborate as necessary. Ceremonies like standup, showcase and sprint planning moved online successfully. As a result, we saw increased collaboration digitally, replacing the interactions we normally had face to face. This usually started early from 6am and continued late into the evening as people worked around personal constraints of supporting family and friends, school and the like. Teams commenting to say good morning, ask each other how their weekends were, celebrate each others birthdays and even started sharing pictures of their pet cats, dogs, chickens and snakes!
* Working Software – we delivered working software every 2 weeks due to our sprint milestone approach. There was no change from business as usual, each sprint the teams shipped functional software. Demonstrated the features to users in a live demo with the software running in a deployed environment. The only way to get it deployed was to go through the CI/CD pipeline with automated UI tests, Unit Tests and Load Tests passing.
* Customer Collaboration – we shifted collaboration with our customer and their stakeholders to digital with chat and video conference. We were able to seek feedback early and often, having customers attend showcases, ask questions, and present feedback improved the cycle time for this collaboration.
* Responding to Change – when challenges occurred teams escalated the issues and obtained support as needed. When new insights emerged, the backlogs were reprioritised and changed. We saw no observable change in our team’s ability to respond to changes due to the governance practices and collaborative tooling they had access to
Overall, we’ve seen little to no drawbacks to working remotely, and even in some cases an improvement in moving to remote work. We are strongly considering adopting this as a practice going forward and encouraging our teams and our customers to establish remote work as the new business as usual.
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", "metadata": { "modifiedBy": "witch-of-the-wood", "safety": "sanitized", "mood": "lunar" } } Hubble, bubble, toil and trouble. Although there were no reports of the GPT4 API being affected by this (only ChatGPT) it might have given people developing automated stock trading bots using GPT4 a reason to pause and contemplate what might have been if their stock portfolio now consisted of a massive long position on Griselda’s Cauldron Supplies. As ChatGPT would say, Good health and steady wind.Organisations across Australia turn to Patient Zero design, build and maintain custom software applications. Our Australian based development teams are vendor & technology agnostic and ready to deliver your next project.
We have a proven track record of projects delivered in a diverse range of industries including Education, Insurance, Waste Management, Health/Medtech, Government and even EV Charging.
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