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    The main IP address: 91.121.103.100,Your server France,Roubaix ISP:OVH SAS  TLD:com CountryCode:FR

    The description :a blog about the human factors in software development, including soft skills, team dynamics, management & career design...

    This report updates in 02-Sep-2018

Created Date:2013-08-03
Changed Date:2017-07-03

Technical data of the mindfulhacker.com


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Latitude: 50.69421005249
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City: Roubaix
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ISP: OVH SAS

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home about downloads 8 reasons why the the sprint goal is highly effective to deliver value 05.04.18 posted by pierre mengal + in management , organizational , team dynamics 0 comments the sprint goal, as defined by the creators of scrum, is a selection of product backlog items that form one coherent feature, which helps a development team to work together rather than pursue separate initiatives. ian mitchell, a writer on agile software development, summarizes the usefulness of the sprint goal by writing the following statement on a blog post : what we are getting at here is that the whole purpose of a sprint is to meet a sprint goal, and scrum is framed to support sprint-based delivery. take away the sprint goal and the rationale for using scrum disappears with it . you might as well operate on the basis of continuous flow. without a sprint goal to meet, sprint backlogs can serve no useful purpose. the sprint goal is a description of the coherent increments that will be delivered at the end of the sprint and it provides guidance to the development team on why it is building an increment and how it should do so. if the development team discovers that they won’t be able to deliver that coherent feature during the sprint, they can negotiate the scope with the po. we can go even further by describing all the advantages of a well defined sprint goal and how it helps to get things done effectively. it helps … the team to understand the purpose of their work beyond the description of individual pbis, which stimulates intrinsic motivation and compliance. this leads to better implementation as the team can keep the big picture in mind. a well known man built an empire on this concept alone. to keep the team focused on a small objective and avoid the negative impact of context switching. it can be seen as mini projects. these are clearly achievable multiple goals instead of a big one that is divided into chunks used to fill sprints (waterfall disguised as scrum). focus is a very important concept to understand when you work with knowledge and creative workers (in the case of the vast majority of people in software development); it is probably the most important thing to work on in order to deliver value and quality to your customers. the team to collaborate on a single objective with required flexibility and empowerment (cohesion vs individualism). this leads to better shared responsibility as the success of the sprint will be evaluated based on whether the goal has been met, instead of counting all the individual tasks that can lead to individual developer comparison in the worst implementation of scrum. this helps in getting cohesion which is the most important factor for a high performing team . the po provide clear value beyond the selected product backlog items (pbi) and therefore improve prioritisation. this helps getting a realeasable product increment at the end of each sprint, which is the whole point of agile software development. the po to communicate on progress based on working software, instead of a percentage of a list of individual tasks that means nothing to the customer. this also helps to create a valuable roadmap to communicate to users. the po to get structured feedback from each meaningful increment instead of individual tasks. this provides the next sprints with new insights which automatically leverage the power of scrum or any other iteration based framework. the sprint goal, when properly used, is a proof that scrum is understood and correctly implemented. together with the (potential) release of a new product increment, this makes the scrum sprint really useful. therefore, this is the first thing i check when i’m asked to audit an existing scrum implementation. sadly, this is the most overlooked artifact of scrum, so if you begin a new implementation, start with the sprint goal and explain why it’s useful. the problem of inductive business hypothesis generation 01.23.18 posted by pierre mengal + in management 0 comments it may surprise some, but my interest in cognitive sciences was initiated by the bullshiters i frequently encountered in seminars, meetings and other events related to my business sector (entrepreneurship, creativity and computer science). i was bombarded with countless theories and concepts, and more importantly organisational ones, each one more ingenious than the other and which seemed able to solve anything. all these theories were of course backed up by so called “scientific” articles. despite this evidence seen as irrefutable by their authors, i was wary of this “silver bullet” that was regularly marketed to me, sometimes advertised simply as such. in fact, some of these poorly argued theories sparked my interest more than others. on the one hand, some of the proposed arguments annoyed me by being inappropriate, and on the other, i felt that some theories were more credible than others, but poorly addressed or interpreted. of course, at the time, i was not aware that my own reasoning based on my intuition was not appropriate, but i still felt that there was something to be done in this area, without really knowing what. a common trait in all these “ stories ” was that the “ evangelists ” (a regularly used term) of these methods seldom seemed to really master their subject, in my opinion. all that seemed important to them was to sell their ideas at any cost, including bulling, i.e. not actually lying, but using enumerations in keeping with the theory, to better convince their audience (perry, 1963). using reference philosophical texts on the epistemology of cognitive sciences, i will try to make the connection with the methods used in the lean startup, still very popular today, and try to explain the risks of such an approach. already in 1904, the geologist thomas c. chamberlin approached the topic of methodology in scientific research, in his article “ the methods of the earth-sciences ” (chamberlin, 1904). according to him, the best method to verify a hypothesis is the one that is most precise, but also exhaustive and unbiased. to avoid this last risk, the researcher (or entrepreneur looking for a business model) must make his or her observations without any preconceptions. without development, this approach is problematic as it prevents the researcher from detailing an observation to obtain relevant data. as karl popper (1969) demonstrated to his students, the simple instruction “observe” naturally leads to the following questioning: “ what should be observed? ” the choice of our subject of interest therefore arises from a starting hypothesis which arose from one or more observations. moreover, a lot of our knowledge is built using the hypothetico-deductive model, as described by bacon (1268). this procedure consists of first formulating a hypothesis, deducting its consequences and then testing them using experiments. chamberlin (1904) proposed in opposition to “ the method of colourless observation ” which has just been described, two other methods called “ the method of the ruling theory ” and “ the method of the working hypothesis “. the first consists of carrying out as many experiments as needed to verify a first hypothesis. the second is to consider a hypothesis as tentative until observations contradict it. this is the method recommended in the business startup stimulation programs (including those in which i actively participate). according to chamberlin, this latter method can often degenerate into the first one if the experimenter is not vigilant. in both cases, a theory can be compared to the researcher’s child. it is easy to imagine how some people persist, like a magistrate who examines exculpatory and not always incriminatory evidence, a prisoner of his own beliefs and convictions, and only retains information that confirms his hypothesis, neglecting everything else. because elaborating a theory based on a series of empirical observations, however numerous, confirming the underlying hypothesis

URL analysis for mindfulhacker.com


http://www.mindfulhacker.com/2011/06/
http://www.mindfulhacker.com/the-misunderstanding-between-computer-scientists-and-neuroscientists/#respond
http://www.mindfulhacker.com/controlled-input-the-missing-piece-of-time-management/
http://www.mindfulhacker.com/feed
http://www.mindfulhacker.com/category/management/
http://www.mindfulhacker.com/wp-content/uploads/2014/09/are_developers_introverts_results_tci-r1.png
http://www.mindfulhacker.com/are-all-software-developers-introverts/#respond
http://www.mindfulhacker.com/2013/09/
http://www.mindfulhacker.com/if-you-know-neither-the-competition-nor-yourself-you-will-fail/#comment-1446
http://www.mindfulhacker.com/2017/03/
http://www.mindfulhacker.com/2012/04/
http://www.mindfulhacker.com/2012/08/
http://www.mindfulhacker.com/category/career/
http://www.mindfulhacker.com/extra-tips-for-software-developer-resume-design/#comment-393
http://www.mindfulhacker.com/category/organizational/
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Whois Information


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Domain Name: MINDFULHACKER.COM
Registry Domain ID: 1819512242_DOMAIN_COM-VRSN
Registrar WHOIS Server: whois.gandi.net
Registrar URL: http://www.gandi.net
Updated Date: 2017-07-03T12:20:29Z
Creation Date: 2013-08-03T15:16:35Z
Registry Expiry Date: 2018-08-03T15:16:35Z
Registrar: Gandi SAS
Registrar IANA ID: 81
Registrar Abuse Contact Email: [email protected]
Registrar Abuse Contact Phone: +33.170377661
Domain Status: clientTransferProhibited https://icann.org/epp#clientTransferProhibited
Name Server: A.DNS.GANDI.NET
Name Server: B.DNS.GANDI.NET
Name Server: C.DNS.GANDI.NET
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