Related
my WordPress site for FAILED_DOCUMENT_REQUEST. Timed - out suddenly, what to do now? I m a newbie in coding......suddenly, what to do now?
Thank you all for your kind help!
Just to close the question, i have settled this by SHOPIFY.
Yar dun try using tech stuff too much time if u are not a tech nerd but trying to learn. Its meaning...less, anyways SHOPIFY handled that.
one more thing in the world I know from the pandemic.
dun believe in self learn mysteries , for those un tech new bies, I m also,
just try to get money solve the problems, nobody have the time to help u out even they are seems nice kind tech ppl becox they are busy earning money.
So finally solution - > difficult tech problem, -> shopify(money) ->earn money.
I need to access all the posts from a blogspot blog in chronological fashion. I've thus had to rely almost solely on the updated-min and updated-max parameters provided by the Blogspot API.
However, I've found that the accuracy of these two parameters leaves a lot to be desired. Sometimes I'll query for a feed using a particular updated-min but the feed won't 'go back in time' far enough. It will stop short by a few posts. I've been compensating for this particular issue by minusing 3 hours and adding 7 seconds to each updated-min. That's somehow been able to fix it. Now the feeds I get are acceptable. I'm just wondering if this is a known issue or whether or not I'm needlessly overcomplicating a simple problem.
Thanks in advance fellas.
incidentally this is my first question ever on here, so if this question doesn't fit here, or I've committed some sort of egregious offence then it was all done by mistake.
A week later, and my 'hack' is still reeling in acceptable feeds. I don't know how long this is going to hold up. I'm still really disappointed in blogspot api's unreliability and the general lack of info concerning this issue on the web. if anybody ever finds this q on the web, i'd be glad to hear what your thoughts are on this.
I have a job interview late next week as a report developer. At this point it sounds much more interesting than what I am doing now (customer support) and pays better as well. I have some of the software that they use, and I was wondering if it looks professional if I make some reports off of some sample data and bring it with me to the interview. Or will it come off looking desperate?
Sure. Print them out and put them in your notebook. If they ask if you have samples of your work, BOOM, there you go. If they don't ask, don't show them and you never have to worry about looking desperate.
Bring them and at the right time offer them but don't push them. If they are interested they will take them.
Make sure that the sample data is not proprietary to your current employer, otherwise your attempt to impress them may backfire badly. You don't want them to think that you might be just as free with their data.
Closed. This question is opinion-based. It is not currently accepting answers.
Want to improve this question? Update the question so it can be answered with facts and citations by editing this post.
Closed 5 years ago.
Improve this question
Here is what the Wikipedia article on Scrum has to say about the Daily Scrum:
The meeting starts precisely on time. Often there are team-decided punishments for tardiness (e.g. money, push-ups, hanging a rubber chicken around your neck).
Do you feel that it is a good practice and what self-punishment have you found effective in the past?
When I've been the scrum master we always started on time regardless of whether everyone is there or not. If people don't make it they miss out - no chance to engage with the rest of the team on their progress and blockers. In my experience, it only takes one or two times for that to happen and the team self polices - people know we start on time, finish on time, and if you're not there you miss out - no punishment needed, it's all done by peer pressure.
BTW set your scrum time the same time every day, and allow for people's work patterns ie - 9:00AM doesn't work for everyone, but 10:00 should do, even better go for 9:50, run for 10 minutes and you don't crash anyone elses meetings.
I think it's bad practice. My current employer schedules our weekly catchup (No daily meetings sadly) at 9am on Monday morning and hits the roof when people are not on time. Rather then getting irate and verbally punishing people, it makes more sense to me to just schedule the meetings at a time where it's more likely that people won't be late. Such as 20-30mins after regular starting hours, so people have a chance to get in, compose themselves after commuting in, maybe grab a cup of coffee and maybe check their emails.
[MrTelly's answer is the most sensible, but let me add to it a bit]
I haven't heard the word "tardy" since kindergarten!
Perhaps everyone who arrives on time should receive a gold star sticker, and anyone who is late doesn't get one. A poster board with everyone's gold stars can be displayed in the lobby so that visitors can easily see who the Good Little Children are.
Seriously, the notion of punishment in a professional environment is ludicrous. People who are late miss out on part of the meeting. If that causes their performance to drop or impacts the project, they get reprimanded for that, and eventually fired if the problem isn't corrected.
If you treat your developers like children, don't be surprised if they act like children. And vice-versa.
It's like a glimpse into the breakdown of a methodology.
Score 1, Rambo
The concept of "punishing" people is ridiculous in my book. If you have people that can't perform the tasks they are being paid to perform, I think you take them aside and find out what's holding them up. Is it the work environment, personal problems, or other? Most of the time there should be some changes that can be made or coaching given that can save somebody from becoming unemployed. If the situation can't be resolved, then terminate the person in a professional manner. But to publicly ridicule somebody, yell at them like children, or force them to pay money for their mistakes? That does nothing to build people up and will probably open you up to lawsuits.
I dislike it in general. When your late to work you boss should punish you not your peers. This is just a really bad idea.
Of course, it is to prove a point in the beginning, but if you have to do it more than once, or think long and hard on the punishment, you have the wrong people on your team.
Any work environment where 'punishment' of employees is a valid concept can take a hike.
Oddly, though, the monetary penalty is fine by me. Apparently, in my mind, that's not a punishment, it's a fine. I cost other people productivity, theoretically, so I'm okay with that costing me some money. The others are fundamentally humiliation-based, which is not wise.
No one likes these "punishments", but the reality is that the meeting could be at 2pm and people would still be late. Every office I've worked in has had problems with people (and not always the same people) showing up 5 minutes after the meeting has already started. Sometimes it's because they hit Snooze for "5 minutes" at 5 minutes before the hour. Some people just aren't considerate enough to show up on time, and it doesn't matter how you punish them. Sometimes it's because their last meeting ran up until the very end of the hour. (I try to wrap my own meetings up 5 minutes before the hour, for my own benefit.)
But, having said all that, we put $.50 into a jar for each occurrence and at the end of the iteration someone would walk up to the bakery and buy a pie (typically $5-6) to celebrate the end of the iteration. So, it was punishment, but at the same time it got us some dessert too. ;)
We've got a fun practice that keeps the mood light (for tardiness or any other "offences") but still gets the message through.
If anyone is late to the meeting (which we will invariably start without them) they get a "fine". Fines are recorded and when a person has accumulated 4 fines they have to bring lunch for the team.
We issue fines for other things like your phone ringing (not on silent) during a meeting etc.
It works well to keep the energy up, brings us together as a team, we laugh about it, but the message is clear that some things are unacceptable.
The point of these punishments is to make people realize that being at the meeting is important. While scheduling at a time people are likely to be able to make it makes sense, the truth is that some people will always be late if they are allowed to be. Either they have poor time management skills (not uncommon in developers) or they think the meetings are a waste of time and are rebelling in a not-so-subtle way. Either way they are hurting not just themselves but the rest of the team, and there needs to be some way of impressing that on them.
However most developers also resent punishments imposed from above. What I would suggest is having your team, not you (as scrum-master) decide an appropriate punishment. Then the reluctant attender is responsible to their peers, not under the thumb of authority. In my experience the 'punishments' that work best are those that are irritating enough to be avoided but not difficult or humiliating; maybe fetching a cup of coffee for each other member of the team; monitoring the daily builds for the next day; buying donuts.
Closed. This question is opinion-based. It is not currently accepting answers.
Want to improve this question? Update the question so it can be answered with facts and citations by editing this post.
Closed 7 years ago.
Improve this question
What do you do if members of your team are not cooperative during scrum meetings?
They either provide a very high level definition of what they are currently working on, ("working on feature x"), or go into extremely irrelevant details, in spite of being well educated in SCRUM methodology.
This causes the scrum meeting to be ineffective and boring.
As a scrum master, what are your techniques to getting the best out of people during the meeting?
Edited to add:
What technique do you use to stop someone who is talking too much, without being offensive?
What technique do you use to encourage someone to provide a more detailed answer?
How do you react when you find yourself being the only one who listens, while other team members just sit there and maybe even fall asleep?
First of all... make sure folks are standing up... and not even leaning on the wall or a desk.
At a high level, I would say that, whenever you face issues on the team, the best response is to ask the team for solutions. However, here are some of the techniques I've used for the issues you're facing.
Talks too much
have him/her stand on one leg
have him/her hold the scrum "speaking" token in an outstretched hand while they speak.
Add a flip chart to the scrum to list tabled issues... when someone gets longwinded on a topic that is not scrum-meeting-worthy, interrupt and say "Hey - great point. I'm not sure everyone needs to discuss this, how 'bout if we park this for a follow-up discussion?" A key to making this successful is to actually follow-up afterwards and get the side conversation scheduled. Alternatively, the speaker may just say "Not necessary... I'll be working with Joe this afternoon on this" or something like that, which accomplishes the goal of reducing the windedness without the need to schedule the follow-up.
Need more detail. Is this for the scrum master's benefit or the team's?
wait until afterwards to ask the individual more detailed questions. If you think the team also needs to know them, coach the team member by conveying (in your after-scrum questioning) that "this is the sort of thing that I think Joe Smith would be helped in hearing from you, what do you think?"
Team doesn't listen.
Ask them on an individual basis. "Sally, I noticed that you don't seem to be getting much out of the Scrum. How can we adjust it to make it valuable for you?".
Post questions to others during the scrum. Like if Sally says "I integrated with Bob's code yesterday", ask Bob "how'd that go?" (I'd use this sparingly... to guard against scrums taking too long).
I've found that sometimes team members tend towards old habits by looking at the scrum master or project manager when they speak. When this happens alot, I alter my gaze to look away, which almost forces the speaker to gain eye contact with other members of the team, which may help the other members of the team to pay attention.
If time management is your problem. Get a timer and have someone buzz when you run out of time. Make sure tasks are broken down to an adequate level of granularity - any task should be anywhere between 4 hours to 2 days.. max 3 days. Anything above that break it down further before people signup to do it.
I think the three questions are:
What did you do yesterday?
What are you going to do today?
What obstacles do you see in your path?
Granular tasks (post iteration planning) should cater to bullets 1 and 2. The third actually depends on environmental conditions. The timer should over time subsconsciously jolt the members into thinking about their problems and framing short sentences. Focus on concrete obstacles instead of explaining why or preconditions or whatever. If you are talking to a single person for over 5 mins about something that only is of relevance to both of you.. stop, make a note (have a talk later at their desk) and move on.
Update: Also make sure everyone understands that 'rehearsing' before the Scrum meeting would save everyone's time. Think about what you would like to convey instead of just walking into the stand-up.
They should be saying what they achieved not what they worked on, and if they achieved nothing then what stopped them achieving.
The questions that are asked could be phrased differently
What have I completed since the last meeting?
What will I complete before the next meeting?
What is in my way (impediments)?
also it is important that the meeting is not the team reporting to the scrum master, but the team keeping in check with each other.
If people are talking straight at you the scrum master there are techniques to move the focus. Make sure you don't look at the speaker, or even move back so the sight line changes and they are forced to look at team mates as they talk. Do it subtle though :)
EDIT:
I cribbed that from
http://www.implementingscrum.com/2007/04/02/work-naked/
How do you react when you find yourself being the only one who listenes, while other team members just sit there and maybe even fall asleep?
Hmm, are you actually having stand-up meetings? It may sound hokey, but aside from making it harder for people to fall asleep, it also helps foster the feeling of a quick huddle to rather than a leisurelymeeting.
One thing that I have seen lead to an improvement is the use of a "talking stick" (we actually use a soft ball). It provides some additional focus on who is currently speaking, and makes the transition to another person more obvious.
How do you react when you find yourself being the only one who listenes, while other team members just sit there and maybe even fall asleep?
If I have already heard what the others have said I would ask a question of someone who is not paying attention about how it this might affect what they are working on. Very school teacher like, however it is enough so that they respond and engage with the meeting again.
I also agree with Kief
for your team to participate they have to see value in it, not just do it because you told them to.
The Scrum is a standup meeting, and the concept of a talking stick is an excellent point.
The key here is not that you have one or a few uncooperative team members, but is IMO, a more fundamental problem: the scrum team is supposed to be self managed, and the scrum meeting is to keep the team informed. If the other team members are not asking for clarifications and calling out the uncooperative members, then a re-education on scrum needs to happen.
Remember, the scrum master is not being reported to, s/he is just the person who removes blockages to the process. This does include facilitating the scrum meeting, but the team does have a responsibility to understand and demand clarification independent of the scrum master.
Ask for the specific details you need. People won't be aware of stuff you are interested in.
Also try to put forth some guidelines for better and effective presentation before the meeting.
Talk to them outside the scrum meeting and tell them how others may perceive their way of presenting what they are currently working on. I assume they are not deliberately non cooperative, but just not accustomed to the exact level of detail scrum meetings should have.
You may also ask them how much information they expect from others during the meeting.
By "scrum meeting", are you referring to the daily "stand up" meeting? If so, I believe those are usually timeboxed at about 15-20 minutes. So divide that time equally among everyone, and once someone uses up all their time, they can't talk. It might be harsh, but I believe that's how it's supposed to go down.
Scrum is a bottom up process, so in principle every team member should support the process.
How is the team put together? By organizational tradition or because of a common goal?
Not everybody buy into the Scrum idea, and we should respect that. Perhaps the best for all is that these members are not part of the Scrum team?
Some people just don't understand what is required. You can try to guide the conversation by using some key phrases.
If someone is giving too much detail then you can try to cut them off with a "What else". This will hint that they are done on that point. Or you can try the "OK, can we discuss that offline" type direction.
For people who don't buy into it, ask them questions about what they did and what they are going to do.
For the sake of arguement, let's say someone really has something they need to tell the team and it is going to take some time. Do you have an appropriate place, time or method (email, other type of meeting, lunch time) to do this? Just interupt the person and let them know the stand up meeting isn't the place.
Also, what problems during development does this create? If there is an error because of lack of communication, people need to be confronted on why they don't mention these things during the standup.
You can plan a maximum average time to explain what you did and what you gonna do.
About the people that are not willing to speak too much, I guess is responsibility of the scrum master to encourage that people to be a little bit more clear about his tasks.
If still people dont share what they´re doing a radical solution is use a canvas board where there people of the team have to move the task that they´re doing to his respective area(In development, ready to validation, in code review). Then you can know for sure in which task is he working.
After every daily meeting remember to ask for impediments or whatever kind of issue, sometimes people don't remember to say in his time or don't want share their issues.