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Контент предоставлен Jamison Dance and Dave Smith, Jamison Dance, and Dave Smith. Весь контент подкастов, включая эпизоды, графику и описания подкастов, загружается и предоставляется непосредственно компанией Jamison Dance and Dave Smith, Jamison Dance, and Dave Smith или ее партнером по платформе подкастов. Если вы считаете, что кто-то использует вашу работу, защищенную авторским правом, без вашего разрешения, вы можете выполнить процедуру, описанную здесь https://ru.player.fm/legal.
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Episode 437: My company canceled all one-on-ones and moving to a single backlog

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Manage episode 453263093 series 1414955
Контент предоставлен Jamison Dance and Dave Smith, Jamison Dance, and Dave Smith. Весь контент подкастов, включая эпизоды, графику и описания подкастов, загружается и предоставляется непосредственно компанией Jamison Dance and Dave Smith, Jamison Dance, and Dave Smith или ее партнером по платформе подкастов. Если вы считаете, что кто-то использует вашу работу, защищенную авторским правом, без вашего разрешения, вы можете выполнить процедуру, описанную здесь https://ru.player.fm/legal.

In this episode, Dave and Jamison answer these questions:

  1. My company recently eliminated 1:1 meetings between managers and their direct reports. Previously, most people had these meetings every other week, and they were an opportunity to talk about career growth among other engineering things besides current work. They’re claiming the recurring meetings can be replaced with quick, more spontaneous calls when necessary. Although wiping meetings from the calendar does clear up more time to code, as a more junior team member, I’m concerned that this will negatively impact my career growth. It feels like career progression just got a little bit harder. What’s the read here? Is this a red flag? Should I start looking elsewhere? How can I navigate this changing environment and still make sure that I am able to progress my career?

  2. A listener named Matt says,

    I’d really like to move to a single team-dedicated backlog, where we use kanban and have work in progress limits, rather that the heavy release planning fixed-scope current model. I feel we would be more effective as a team that way (I’m one of many team leads in the company). Currently we operate in an agile-ish fashion but ultimately inside a waterfall process, driven from outside the technology team. Although I believe it would be a good thing, I’ve not actually worked in that way. Is it all it’s cracked up to be? Are there any issues of going to that model that I’m not seeing?

  continue reading

445 эпизодов

Artwork
iconПоделиться
 
Manage episode 453263093 series 1414955
Контент предоставлен Jamison Dance and Dave Smith, Jamison Dance, and Dave Smith. Весь контент подкастов, включая эпизоды, графику и описания подкастов, загружается и предоставляется непосредственно компанией Jamison Dance and Dave Smith, Jamison Dance, and Dave Smith или ее партнером по платформе подкастов. Если вы считаете, что кто-то использует вашу работу, защищенную авторским правом, без вашего разрешения, вы можете выполнить процедуру, описанную здесь https://ru.player.fm/legal.

In this episode, Dave and Jamison answer these questions:

  1. My company recently eliminated 1:1 meetings between managers and their direct reports. Previously, most people had these meetings every other week, and they were an opportunity to talk about career growth among other engineering things besides current work. They’re claiming the recurring meetings can be replaced with quick, more spontaneous calls when necessary. Although wiping meetings from the calendar does clear up more time to code, as a more junior team member, I’m concerned that this will negatively impact my career growth. It feels like career progression just got a little bit harder. What’s the read here? Is this a red flag? Should I start looking elsewhere? How can I navigate this changing environment and still make sure that I am able to progress my career?

  2. A listener named Matt says,

    I’d really like to move to a single team-dedicated backlog, where we use kanban and have work in progress limits, rather that the heavy release planning fixed-scope current model. I feel we would be more effective as a team that way (I’m one of many team leads in the company). Currently we operate in an agile-ish fashion but ultimately inside a waterfall process, driven from outside the technology team. Although I believe it would be a good thing, I’ve not actually worked in that way. Is it all it’s cracked up to be? Are there any issues of going to that model that I’m not seeing?

  continue reading

445 эпизодов

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