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Hey, I am looking for Operation/ Audit role for USA company. Can any one help me here. Currently working with MNC whos base is managing client books of accounts, esp for USA clients. Also, have a good grasp on SALT(State and Local Taxes) for these (Sales Tax, local tax, business tax). Please DM me. Happy to work remotely or need be immigrate but would required visa support. Accenture Deloitte KPMG Google EY PwC CohnReznick Tata Consultancy Infosys Wipro Cognizant Microsoft Adobe Walmart Cisco
I joined Infosys 5 days back. I want to leave because the project allocated to me is not matching to my skill set. When i asked same thing to my hr , they informed me that I will be getting kr for that. What should I do now?
Will abscond a good idea or something else. Please help. Infosys
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Your jira board can be helpul to keep conversations focused on what is needed to close the tickets; i believe you may have the view by person as opposed to stories. Changing it may be the trick.
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It's a bit of a grey area. The daily scrums are not status update sessions. It's meant to facilitate conversation between the members on the Dev team. Does that always happen? No. I know the scrum guide specifies what should be discussed but it isn't always practical. You really just have to find a balance between the "YTB" and what info benefits the team.
A stand up is essentially a planning session for the team doing the work not a status update. As a scrum master you should facilitate the discussion so that the updates are related to what it takes to compete and close the tickets. If the team is not very mature (and it sounds like that may be the case) the SM needs to step in to direct the discussion more frequently. Over 3-4 weeks you should see the team get better and have the discussion be planning oriented without too much of the SM input
Stand-up is 3 questions and optionally a parking lot section after.
What did you do yesterday?
What are you going to do today?
What impediments do you have that I can remove/help with?
Why are your team members giving updates about things not on the board?
Is the board wrong or are they not sticking to proper format?
The first thing I do with a new client is to assess their exposure to the Scrum methodology. From there, I give them a brief overview of how it works, explain the ceremonies (stand-ups, reviews, retrospectives, etc), share what is and what is not within the scope of each (make sure to emphasize that the stand-up is a time-boxed *quick* meeting for team alignment/transparency/impedement removal), then share a calendar of the cadence of when each of these events will occur.
Then, be very diligent about setting boundaries. This will honor everyone's time and make the most of yours.
One useful technique I use is "Hey, that's a great question but it's outside of the scope of this meeting. I'd be happy to set some time aside to walk you through XYX." This frees up the developers and anyone else on the call to get back to work. Depending on how your Sprints are set up (2 week, 3 week, 4 week), you can also add that in a week or two, the Scrum team will demonstrate the completed increment during the Sprint Review.
I created a basic PPT slide to show the flow and also created a table that broke down the ceremonies, when they occur, *who* attends, etc.
Good luck...you'll do great!
It can be difficult sometimes to get a rhythm going for a DSU. Experiment outside of the normal, what did you do yesterday, what are you working on today, and do you have any blockers. Keep it empirical and see what works! GL