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Exam fee: $1199 Certified ScrumMaster (CSM) Certified ScrumMaster is an entry-level certification offered by Scrum Alliance that is designed to validate your skills and abilities using Scrum, a popular agile development framework. For more information, see “ CSM certification: What you need to know.”
Adaptive and Resilient Supply Chain Management: How John Deere Uses Scrum To Create Supply Chain Solutions In The Midst Of Disruption. by the Scrum Inc. Introductory Note: John Deere is working with Scrum Inc. At this point, John Deere’s Supply Chain Solution teams had effectively implemented both Scrum and Scrum@Scale.
In this blog series, we’re going to introduce you to members of our band – engineers, technical recruiters, PMs, designers, and more who make up the most important asset in Gorilla Logic…our talent! Robert Pangilinan – Area EngineeringManager. Are you Gorilla material? Join the band today!
This is a transcript of my keynote presentation for the Regional Scrum Gathering Tokyo conference on January 8th, 2025. It was September 2023, my CEO was asking me a question, and my position as Vice President of Engineering was less than three months old. Just like real Agile and real Scrum is too extreme for most companies.
Graeme Harvey, an engineeringmanager on my team, emphasizes that it’s important for all engineers to customize throughput measurement to their individual team. Mendoza at Zapproved measured confidence by reviewing every sprint in conjunction with that team’s manager and their scrum master. “As
“We’re really struggling with the Product Owner concept, and many of our Scrum teams just don’t feel very productive.” The company had several vertical markets, with a Scrum team of about ten people assigned to each market. Each market had a Product Manager, a traditional role found in most product companies. they told us.
It really hit a sweet spot for our software engineers. Ryan Trotter Global EngineeringManager , John Deere The post Testimonial Ryan Trotter appeared first on Scrum Inc. People can take it at their own pace and they can go back and review it whenever they want.
Although this post is written from my point of view of as an EngineeringManager, the practices described and templates linked are valuable for anyone on a remote team: they are the result of collaboration, ideas, and retrospective takeaways from people throughout our Engineering organization. Meetings for knowledge transfer.
What duties would they perform that would warrant a separate engineering role? Prior to writing this post, I’ve discussed this concept with various members of the community ranging anywhere from developers, SREs, QA Engineers, and scrum masters. Some of the more common responses were: DevOps Engineers don’t need assistants.
Obstacles are automatically moved up from Manager, to EngineeringManager to Director depending on an SLA of how many days stale the impediment is. As a result, the teams in this group do not attend any meetings except the Scrum ceremonies, and some design meetings. It’s not magic: it’s Agile.
We work in agile using scrum, and your success is measured by the success you create for the client. ” As a manager, how well does Praxent’s remote culture work? Jared Cobb – EngineeringManager: “I think that the remote culture is pretty strong at Praxent and it’s only getting stronger.
In this series, we pulled aside folks from across our engineering department to talk about confidence. From the technical executives to folks on the ground in engineering, management and site reliability, we wanted to know what “confidence” meant to them, and how it had changed over the course of their careers.
These tools include client-facing project-based learning, bi-monthly classes structured around your needs and our skillsets, non-billable hours to explore topics of your choice, a designated mentor, an engineeringmanager, structured feedback loops, and an entire team ready and excited to work with you. Version control. Estimation.
Everybody who’s first encountering the world of agility, they’re going to encounter it almost always nowadays through some form of either Scrum or SAFe. Is there an approach that you would advocate for, for somebody to start thinking about, “I wonder if scrum is working for me?” GeePaw: Yeah, sure.
At SailPoint our individual scrum teams own their software stacks from cradle to production. Performance engineering does not have veto power and cannot override design decisions made by the core engineering groups; this is important because the Software engineers maintain ownership of their design choices.
Differences in design principles between product and engineeringmanagement (1:35). How Rich helps marketers/sales develop a more useful frame for engineering (10:01). How come I didn’t get to do Kanban or Scrum or whatever thing we’re doing? Show Notes. Understanding the conflict between makers and marketers (6:22).
So I would say that’s a trade-off that is important for all engineeringmanagers to think about. As far as balancing trust with innovation, the way we do it, at least I and my team and many other teams in Salesforce are, you know, we, we follow agile and scrum methodology. So every time we do planning for the next release.
1 To succeed with Agile, follow these steps: 1 The method in this book is primarily based on Extreme Programming, but it also draws inspiration from Scrum, Kanban, Lean Software Development, the DevOps movement, and Lean Startup. The manager was looking for someone to lead a small team.
This leads to endless meetings where engineeringmanagement get involved to discuss what's to be built, how to break up dependencies in manageable chunks and delegate them to various teams. The very idea of long-lived teams came from Scrum (see LeSS and SAFe agile guides). product) don't change over a long period.
Differences in design principles between product and engineeringmanagement (1:35). How Rich helps marketers/sales develop a more useful frame for engineering (10:01). How come I didn’t get to do Kanban or Scrum or whatever thing we’re doing? Show Notes. Understanding the conflict between makers and marketers (6:22).
The duties of management remain largely static as an organization scales — engineeringmanagers can and should be responsible for technical management, execution and planning, coaching and development, team health, cultural impact, communication, and overall leadership of a scrum team.
Marcus: See, it’s really easy for you as a manager to observe generally how people are working. You as the CLM, the software engineeringmanager, you get a notion for what people are doing. You can look at PRs. You can look at who’s assigned what tickets. Don: And so now, we’re starting to look at patterns.
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