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I've been interviewing with some companies, and now I have to decide between JPMorgan Chase and Globant.
Globant is more innovative, and has remote work. I will enter to work with a Sillicon Valley startup based in San Francisco. The tech stack is React, Nextjs, AWS, and a serverless architecture.
JPM is semi remote, and less innovative. The tech stack Java, SpringBoot and AWS. But I'd do more migration tasks, like dockerize projects and pass them to kubernetes. What would you choose?
AWS cloud application architect. Had an on-site interview with AWS a few days ago and just got an email saying they want to talk to me about next steps. The role is cloud application architect but I want to ask them about the senior cloud application architect role. I have all the relevant experience for that role and feel like I’d be a better fit for that senior role. How should I approach this conversation? Is this even possible? Amazon
Thoughts on Netflix culture?
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The main question to ask is whether scrum is the right methodology in your setting and for your project/product? Are your team is really an agile team?
Unfortunately, organisations choose scrum without consideration about the way the team should work and product or project should be organized.
If you are in a team which is also in charge of customer support or you are doing continuous deployment, fixing sprint priorities or tasks is very hard because you’re answering priorities which are very near production and need to be addressed urgently or rapidly.
Scrum teams need long term priorities and vision and should be based on continuous improvement of a basic idea. It is quite different than the continuous deployment. Priorities of a scrum team are mostly defined by the team itself and if it is not the case this means that your team is driven by outside forces and not a complet agile team.
Also you should bring this concern to team lead and managers to ensure that priority changes are really needed in such a short notice during sprint execution rather than during planning.
Extremely helpful. Thank you!!
The best way to handle such changing scope is, when you bring something new in, remove something from existing scope. Now the new things that you pulled in are going to need analysis, design and they are going to have dependencies. Create spike stories, create predecessor stories for dependencies. Doxument every single communication, raise and escalate delays. Your sprint commitments will suffer for a few sprints but now you have proof. When management starts realizing this is happening consistently because of changing scope and when it starts hurting them, everyone falls in line.
Hahaha that’s working in tech 🍻
Not a good sign of a strong PM team, culture and leadership. Good PMs should be able to plan well ahead not to affect a running sprint. I am open to work if you think your company needs a better product manager.
Who is adding new tickets to your sprint? I’m relatively inexperienced to scrum, but injections in sprints sometimes can’t be avoided, but we do try to avoid them. Have you brought up your concerns in retro?
I think this really depends on the type of company you’re in. I’ve been in startups my whole career and moving targets and shifting priorities are just the reality of the situation. I disagree with some of these comments saying this isn’t normal; it’s all very dependent on the stage and maturity of your company. Just something to keep in mind
Those should be the Scrum Master’s problems.
Yes, but even the best SM can get run over by Leadership who don't understand Agile and just give lip service to the process.
🥲
Rising Star
That's not normal. Our priorities change once every 6 months