Of Coaching, remember to keep it safe and straightforward.
With an open mind and a focus on the team, lead groups. Individuals might need a nudge; not everyone is on the same page. There are doubters, followers, agile fanatics, and many more. To keep them as a team/group, work towards the same goal, remove the obstacles, be there, and actively LISTEN, that will give the result.
I approach the teams I have coached with care and start building trust. By building trust, I mean that I have to
Gain the team's confidence, no strings attached,
. They have my faith from the very beginning.
We all have different approaches and ideas of what is the best way to motivate and lead teams.
I am a great believer in TRUST, and I, as a leader, have to give my team members that from the start. It is I, who have to earn the team members’ trust, and that might sound backward to many Managers. Trust has worked for me as a Team leader at Betsson and an Engineering Manager Voi. But unfortunately, it is what I have been missing.
I try to make my team members feel involved in the things that impact their work. I have found that contributes to the team being more engaged, and I get more buy-in from them.
I am honest with the team members.
I do admit, I have made mistakes and will keep doing different ones.
I will always strive to become a better leader, continue to make progress.
And as long as I admit my mistakes, will I be able to progress. It is okay as long as I learn and am humble and to my peers and team member.
I have worked as an Agile Coach and Scrum Master, and I have found that understanding Scrum/Agile is seen as a savior for a slow output and high development cost.
Unfortunately, this is not one quick fix thing but a new concept for the whole Company. It will impact structure, culture, and technologies.
If you would like to speed up your development cycle and faster have a product with limited functionality on the market and then continue with incremental releases with the most important features first, Scrum is the way for your Company. However, it requires an understanding and commitment from everyone from the bottom to the top.
Agile coaching comes in on many different levels, depending on the maturity of the company/groups of how to work with the agile process.
To give a correct assessment, the coach needs to understand where the company is in its cycle of Scrum/Agile, how the company works in its agile environment, and What the purpose for moving over to the Scrum/agile work process.
The management on all levels and the engineering teams have to be committed and have buy-in.
Of Testing, remember to keep it safe and simple, with focus on risc, cost and usability.
The balance of time and good enough is my focus point when I test.
Buissness set the risc and cost accepted and I do the testplaning, testing and testautomation with the parameters above.
Is the next step when your development have matured and a ready for the next step.
There are several good frameworks on frontend unit, ui, function and regression testing
I have worked with three of those frameworks, Cypress.io, Nightwatch.js and Testcafe. They are all easy to get started with and fast to progress with, with a buyin from frontend developers this will go even faster.
Don't look to automation as the savior for an understaffed development team.
It should be used for regression and unit-test and will take away the repetitive and boring work. Focus on Risc and Cost, where does it hurt most and make sure you cover your code with tests there.
Writing TC, waiting for release, testing and waiting for correction of code, testing again and then release.. The old fashion way has long past the way I see testing. In gaming and bank industry it is fast to market that counts. Agile development, be that Lean, Scrum, Kanban or other Agile processes they have moved on and adapted.
It is the way forward and will help you thrive.
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