As aspiring Software Craftsmen we are raising the bar of professional software development by practicing it and helping others learn the craft. Through this work we have come to value:
Not only working software, but also well-crafted software Not only responding to change, but also steadily adding value Not only individuals and interactions, but also a community of professionals Not only customer collaboration, but also productive partnerships
That is, in pursuit of the items on the left we have found the items on the right to be indispensable.
追究後面的本質原因的話,是在系統設計上, 每日建立新的 Index, 在官方的 blog 也有提到這樣的實踐方式。
a lot of people use Elasticsearch for logging. A standard format is to assign a new index for each day. 中略 … Indices are fairly lightweight data organization mechanisms, so Elasticsearch will happily let you create hundreds of indices.
作者例子基本上是團隊的害蟲了, 實務上我認為更多是人的價值觀不同, 在一般的開發人員或是 Team Member 身上或許還好解決, 透過溝通,排除他的困難。 個人經驗上比較麻煩的反而是中階主管, 比如說 : Team Leader 身兼 Team Member, 但是每次都翹掉回顧會議,說「我有其它會議、我很忙、我很特別…」
我的想法是將他的角色提昇到 StackHolder,如果他的權限會影響開發, 鼓勵他下放,讓 Team Members 具備獨力開發的能力。 讓他去作特別的事,反之如果他回頭想參與開發, 那應該與其它 Team Members 一樣全程參與會議。
Is really good. Has made significant efforts to make sure retrospectives aren’t boring. Is not too busy to invest in improvements that don’t pay them back immediately. And understands the value of doing other than just the most pleasant work.
… and if they work in short sprints, I’ll say it’s OK for the team do retrospectives less frequently.