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Exam Code: PSM-I Practice exam 2023 by Killexams.com team PSM-I Professional Scrum Master I The Professional Scrum MasterTM level I (PSM I) assessment is available to anyone who wishes to validate his or her depth of knowledge of the PictureScrum framework and its application. Those who pass the assessment will receive the industry recognized PSM I Certification to demonstrate their fundamental level of Scrum mastery.
Clear understanding of the rules of Scrum through the empirical foundation of Scrum
Act as Scrum Masters for Scrum Teams and stakeholders from an in-depth understanding of servant-leadership
Effectively start using Scrum
Increase the effectiveness of Scrum underway
Scrum theory and principles
The Scrum Framework
The Definition of Done
Running a Scrum project
Working with people and teams
Scrum in your organization
The role of the Scrum Master
Ensuring that goals, scope, and product domain are understood by everyone on the Scrum
Team as well as possible;
• Finding techniques for effective Product Backlog management;
• Helping the Scrum Team understand the need for clear and concise Product Backlog items;
• Understanding product planning in an empirical environment;
• Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value;
• Understanding and practicing agility; and,
• Facilitating Scrum events as requested or needed.
Coaching the Development Team in self-organization and cross-functionality;
• Helping the Development Team to create high-value products;
• Removing impediments to the Development Teams progress;
• Facilitating Scrum events as requested or needed; and,
• Coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and understood.
Leading and coaching the organization in its Scrum adoption;
• Planning Scrum implementations within the organization;
• Helping employees and stakeholders understand and enact Scrum and empirical product development;
• Causing change that increases the productivity of the Scrum Team; and,
• Working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization.
Attendees include the Scrum Team and key stakeholders invited by the Product Owner;
• The Product Owner explains what Product Backlog items have been “Done” and what has not been “Done”;
• The Development Team discusses what went well during the Sprint, what problems it ran into, and how those problems were solved;
• The Development Team demonstrates the work that it has “Done” and answers questions about the Increment;
• The Product Owner discusses the Product Backlog as it stands. He or she projects likely target and delivery dates based on progress to date (if needed);
• The entire group collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning;
• Review of how the marketplace or potential use of the product might have changed what is the most valuable thing to do next; and,
• Review of the timeline, budget, potential capabilities, and marketplace for the next anticipated releases of functionality or capability of the product. Professional Scrum Master I Scrum Professional resources Killexams : Scrum Professional resources - BingNews
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https://killexams.com/exam_list/ScrumKillexams : Agile Scrum Basics for Professionals Course Details
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Agile Scrum Basics for Professionals Course Details
Agile Scrum Basics for Professionals is a seven-hour non-credit course designed for leaders and practitioners across a variety of industries to learn how the Agile Scrum methodology and framework can streamline your projects. Scrum is a highly collaborative method that can improve the development, management and delivery of complex projects. This course is the perfect place to start for agile project management beginners and those looking to start a path toward certification.
Cost: $199
In this Agile & Scrum course you learn:
The differences between an Agile approach and traditional methodology, and discover why Agile is more effective
How adopting Agile approaches can increase business value
The core practices and philosophies behind this way of working
This course is designed for:
Agile organizations
Project managers in a diverse range of industries
Senior leadership
IT and software professionals
Product managers
Contact Kena Sears-Brown, Director for more information: 215.571.3936 and ks3552@drexel.edu.
Fri, 19 Aug 2022 10:45:00 -0500entext/htmlhttps://drexel.edu/goodwin/academics/continuing-professional-education/courses/instructor%20led/agile-scrum/agile-scrum-basics/Killexams : Benefits of Agile Methodology & Scrum Processes
Agile processes are focused on the rapid and repeatable delivery of products or projects. Today, more and more companies across industries—including IT, manufacturing, marketing and communications, healthcare, and construction—are implementing Agile methodologies and development practices to help Boost project management skills and stay competitive. For Agile to be effective and to maximize business value, they depend on continuous iterative planning and feedback loops—and the Scrum process allows you to do so quickly and effectively.
Traditional waterfall project management assumes you will map everything from the beginning through one streamlined process. Agile reflects the changing nature of requirements and feedback throughout the process of project delivery. It is a methodology where you apply an iterative approach to project management. Instead of delivering a final product to a client at an end deadline, you are constantly consulting with the client and stakeholders throughout smaller deliveries and feedback sessions or “sprints.” Living up to its name, Agile project management allows you to be nimble and responsive to the changing needs of your client and your team.
Scrum is an implementation of the Agile methodology. A Scrum meeting is focused on how you organize team roles, update client feedback and the latest changes in requirements. During this process, teams regroup to make sure the project is on task, on time and on budget. During Scrum meetings, project leaders and teams identify the steps, resources and personnel needed to complete a task.
Why Use Agile Methodology & Scrum Processes?
Faster results
Agile allows you faster product releases and ability to adapt to customer response and client feedback. Agile has a greater ability to certain project completion on time and on budget. Rather than responding to bulk feedback or a change in client needs by the time of final delivery, Agile helps your team to adapt and deliver throughout the development process.
Improved teamwork and communication
The Agile methodology places a value on person-to-person interaction and is dependent on open, regular communication. In an Agile Scrum project, teams come together on a daily basis to work through changes and share updates on each team member’s progress.
Risk and waste aversion
The frequent touch points throughout the Agile Scrum process ensures that client needs, even as they evolve, are met while still ensuring that project team time and resources are optimized.
FAST FACTS ABOUT AGILE SCRUM
71 percent of companies are using Agile Scrum to Boost efficiency and increased product-to-market timeframes
Agile is a methodology and Scrum is a process within Agile
Agile frameworks help companies accelerate time to market, increase productivity and respond to changes in priorities
Agile Scrum is growing beyond IT and taking hold in diverse industries, such as:
Manufacturing
Media and communications
Healthcare
Construction and infrastructure
Ready to explore Agile Scrum training?
Drexel’s Goodwin College of Professional Studies offers professional pathways and courses to get up to speed about Agile Scrum. You can take two-day courses, ranging from beginner to advanced levels here on campus. Or, you can explore a professional skill track in Agile project management that includes on-campus courses and online essential skill training through The Skills Hub.
If your company is using waterfall and exploring adopting Agile, consider about Agile project management with Scrum training for your employees. Talk to us about getting a complimentary training skills gap analysis and our multiple employee discount.
Thu, 18 Aug 2022 10:36:00 -0500entext/htmlhttps://drexel.edu/goodwin/academics/continuing-professional-education/courses/instructor%20led/agile-scrum/agile-scrum-benefits/Killexams : What Is A Scrum Master? Everything You Need To Know
Editorial Note: We earn a commission from partner links on Forbes Advisor. Commissions do not affect our editors' opinions or evaluations.
A Scrum Master is a team leader responsible for ensuring the team implements Scrum in theory and practice. Scrum is one of the most popular forms of Agile, a project management methodology created for software development. The Scrum Master is responsible for serving as a leader for the Scrum team and larger organization, according to the Scrum Guide.
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Scrum Master Responsibilities
In a Scrum practice, the team is composed of the Scrum Master, the product owner and the development team. The project owner is responsible for maximizing the end goal’s value, while the Scrum Master’s job is to ensure the team stays on track.
Melissa Boggs, Certified Enterprise Coach and former Co-CEO of Scrum Alliance, spoke to Forbes Advisor and explained that the Scrum Master’s role is to “help the team understand the value of Scrum and how Scrum can best serve the team, for the team to serve the customer.” The Scrum Master focuses on the team’s continuous improvement by introducing and using Scrum principles and practices, Boggs added.
Additionally, their responsibilities include making sure the Scrum events take place and are positive and productive. They also help ensure Scrum is implemented by the team in a productive way and lead the team to adopt Scrum.
A Scrum Master can be either a dedicated position or a temporary role one of the team members takes on during a project. While some teams and organizations require a full-time Scrum Master, others who are further along and more mature in their Agile journey may elect someone on the team for the role, Boggs said. How the Scrum Master fits into the overall team “depends on the goals of the organization, the maturity of the teams and the capabilities of the Scrum Master,” she added.
How To Be an Effective Scrum Master
An effective Scrum Master will understand Scrum, the value of all its elements, their team and how to marry all of them in an emergent way, Boggs said. They will be effective leaders who understand the team’s needs and keep the team on track with their goals.
This means a Scrum Master is continuously learning and creating opportunities for the team to develop their skills. “They are excellent communicators, coaches and creators,” Boggs said. A Scrum Master must be able to integrate both the long-term and short-term strategy while managing the team. “They are able to see the big picture, but they also help the team to decompose the big picture into smaller, incremental chunks of value,” she added. An effective Scrum Master also helps the team create feedback loops and connections with their customers.
According to Boggs, curiosity and openness are two essential qualities for an exceptional Scrum Master. Effective leadership requires patience, focus and understanding that developing a high-performing team is a long-term game. “They are able to see the big picture, but they also help the team to decompose the big picture into smaller, incremental chunks of value,” she added.
Tools and Resources
There are various certifying bodies in the Scrum space, but two of the most well-respected are Scrum Alliance and Scrum.org. Boggs recommends that certification seekers spend time evaluating the certification and business models of the organizations before choosing one to invest in. Some differentiators to look out for during research are the price, reputation and community.
How To Become a Scrum Master
There are a variety of backgrounds that could prepare someone for the role of a Scrum Master. “We see everyone from QA Managers to engineers to school teachers that make excellent Scrum Masters,” Boggs said. It is common to see former project managers working in a Scrum Master role, she added.
Differences Between a Project Manager and a Scrum Master
While a project manager keeps track of different aspects of the team, the Scrum Master is focused specifically on the team and ensuring they are effective and achieve the project goals.
“The Scrum Master is not focused on time, scope and budget, but rather building and supporting an environment where a team can iteratively and incrementally build products and Boost their system,” Boggs said. “The Scrum Master is accountable for ensuring that the team has everything they need to be effective and that any impediments are removed from their path. They do not control what, how or when the products or projects are completed; those responsibilities are differently distributed in the Scrum framework between the team and the product owner.”
Scrum is often confused with a project management methodology in general. Instead, it is a “framework for developing and sustaining complex products,” according to the Scrum Guide. Scrum relies heavily on the idea of empirical process control and recognizes the complexity and uncertainty that is involved in product development.
How does the Scrum Master fit into the overall team or organization?
The specific way the Scrum Master integrates into the overall team is unique to each company. It is not uncommon for the Scrum Master to report to either the engineering organization or an Agile organization, according to Melissa Boggs, Certified Enterprise Coach and former Co-CEO of Scrum Alliance.
Is a Scrum Master the same as a project manager?
A project manager is different from a Scrum Master. While a project manager keeps track of different aspects of the team, including budget, resources and timelines, the Scrum Master is specifically focused on the team and ensuring it is effective and achieves the project goals.
What skills are essential for a Scrum Master?
An effective Scrum Master is knowledgeable and trained in Scrum. One way to gain the necessary skills is through certification. While there are many certifying bodies, the two most well-known and respected are Scrum Alliance and Scrum.org. Scrum Masters have a range of backgrounds and experiences, including software development, QA management or team leadership.
What makes an effective Scrum Master?
An effective Scrum Master will understand Scrum, the value of all its elements, their team and how to marry all of them in an emergent way, said Melissa Boggs, Certified Enterprise Coach and former Co-CEO of Scrum Alliance. A Scrum Master will be able to see the project’s big picture but can break it down into practical and shorter-term goals for the team.
What scrum master certifications are available?
There are several scrum master certifications that you can obtain. Some of the most common include Certified ScrumMaster (CSM), Certified Scrum Product Owner (CSPO), Certified Scrum Professional (CSP) and Certified Scrum Developer (CSD), which are offered by the Scrum Alliance; Professional Scrum Master I (PSM I) and Professional Scrum Product Owner I (PSPO I), which are administered by Scrum.org; and SAFe Scrum Master (SSM), which is offered by Scaled Agile. There are also more advanced certifications that you can obtain, including Advanced Certified ScrumMaster (ACSM), Certified Scrum Professional ScrumMaster (CSP-SM), Advanced Certified Scrum Product Owner (ACSPO), Certified Scrum Professional Product Owner (CSP-PO), Professional Scrum Master II (PSM II), Professional Scrum Master III (PSM III), Professional Scrum Product Owner II (PSPO II), Professional Scrum Product Owner III (PSPO III), Advanced Certified Scrum Developer (ACSD) and Certified Scrum Professional (CSP).
Fri, 31 Dec 2021 14:56:00 -0600Leeron Hooryen-UStext/htmlhttps://www.forbes.com/advisor/business/what-is-a-scrum-master/Killexams : Professional Advising Resources
The Importance of Advising
National research has shown that consistent and effective advising can lead to improvements in retention, graduation and overall satisfaction with the college experience. Resources on this webpage are made available to assist UW faculty, staff and professional advisors alike in providing a uniform and consistent advising experience across campus. Obviously, there will be variations within each college and department in how they provide specific advising to their students; however, it is important to have as much uniformity as possible to ensure each student at UW has a positive advising experience.
Each advisor develops his or her personal style for conducting appointments with students. The National Academic Advising Association (NACADA) has many resources related to advising that may be useful for faculty, staff and professional advisors to review. The Advising • Career • Exploratory Studies Center (ACES) recommends developing a professional relationship with a clear understanding of the responsibilities of both student and advisor in the advising process. In the words of NACADA “I Advise…You Decide!”
UW Training Courses
To facilitate access, usage, and overall publication of the UW Advisor Training modules we have all the information you need to get started right here! To access the Advisor Training Course follow the below instructions:
Use Firefox or Chrome as your browser for best results.
Go to WyoLearn and click on the UW Training Catalog:
Bookmark this page and use it going forward to access the class.
The course goes at your own pace, but takes about ten hours total to complete. There are multiple choice and short-answer knowledge checks at the end of each lesson.
Advisor Essentials covers the basic, day-to-day advising information needed to help most students. courses include, but are not limited to:
FERPA
Understanding and using information in students' files
Theories and pillars of advising approaches
Making sense of degree evaluations
Advanced Advisor Training provides more in-depth knowledge about various student populations and more complicated processes used in advising.
Master Advisor Training is the capstone of the advisor training course and requires advisors to create a personal philosophy of advising.
Upon completion of advisor training, advisors will receive a certificate of completion and have this completion noted on their employee transcripts.
Thu, 10 Aug 2023 03:33:00 -0500entext/htmlhttps://www.uwyo.edu/aces/professional-advising-resources.htmlKillexams : Professional skills development and career advice
As more people work from home as a result of COVID-19, employees used to the onsite work life will need to adapt to the remote work lifestyle. At first, it can seem like a welcome change but after ... Continue Reading
Wed, 15 Mar 2023 20:28:00 -0500entext/htmlhttps://www.theserverside.com/resources/Professional-skills-development-and-career-adviceKillexams : How to Go Agile in State and Local Government: Scrum vs. PMBOK
In some cases, government agencies have partnered with nonprofit organizations such as Code for America to become nimbler in their development of government services.
“Adopting agile, iterative technology can solve some of government’s biggest challenges and have a transformative impact on people’s lives — building more equitable systems, improving outcomes and reducing the poverty gap,” Alexis Fernández Garcia, a senior program director of Code for America's social safety net portfolio, writes in a StateTech blog.
Agile methodologies have been on state and local governments’ radars for several years. A 2021 report from the IBM Center for the Business of Government explores how agencies have been using agile not just for software development but for a wide range of use cases.
Those include project management, human resources management, policymaking, and contracting and procurement. Agile builds and tests iteratively to ensure that what is developed is what the organization wants.
As agencies look to Boost their development and delivery of government services to be more responsive to citizens’ needs, they will increasingly — but not exclusively — need to rely on agile approaches and frameworks such as scrum, experts say. At the same time, they face cultural and organizational hurdles to adopting agile methodologies.
Diego Lo Giudice, vice president and principal analyst at Forrester Research, says it’s important to align with the Agile Manifesto, or the statement of principles that make up the agile methodology, when thinking about how it could apply to government and how scrum fits into that.
For example, in agile, the highest priority is “to satisfy the customer through early and continuous delivery of valuable software,” according to the Agile Alliance.
Another key principle is that agile processes harness change for the customer’s competitive advantage.
Within agile, scrum should be seen as a framework geared toward change, Lo Giudice says. Scrum is a way for software development and other teams to execute and adhere to these principles.
“Scrum is about the way that a software team or a blended cross-functional team operates tactically” in day-to-day operations, says Mike Case, director of growth and delivery operations at Nava, a consultancy and public benefit corporation that works to make government services simple, effective and accessible. “How do they figure out how they’re going to prioritize and divvy up the tactical work at a task level?”
How Can State and Local Governments Use Scrum?
Scrum involves several key concepts, Lo Giudice and Case note, including ceremonies such as quick stand-up meetings to check in on the progress of work and ensuring that updates are focused on what team members need from each other and what the key impediments or blockers there are to progress.
Additionally, scrum is focused on autonomy for teams and delivering value for the business or agency. “It privileges communication between people” rather than one person writing a document that is handed over stating what the person requesting a project wants. In a traditional “waterfall” approach to project management, another person would read those requirements.
“Scrum says, sit down and work directly — face to face or through collaboration tools — and communicate,” Lo Giudice says. “It’s communication over contracts.”
Another key element of scrum is to focus on making progress in increments, or sprints. In a sprint, Case says, teams focus on “dividing projects up into smaller chunks so that you don’t have this one giant deliverable in four months; you have a lot of different two- or three-week sprints to break up the project and also assess your progress as you’re going along.”
During that cycle, teams will go through the analysis, design, coding and testing, operating in a fashion of continuous iteration and continuous delivery. This allows teams to start delivering features that are valuable instead of the full product, Lo Giudice says.
“Instead of thinking about the full product, they start thinking about smaller features that can be delivered and added over time to build the product,” he says. “Instead of taking four months and having a big deliverable after four months, you start delivering every two to four weeks.”
What Is PMBOK?
In contrast to scrum sits the Project Management Institute’s Project Management Body of Knowledge, a project management framework that is more prescriptive than scrum. PMBOK emphasizes a significant amount of upfront planning and a high level of detail early on in the development process.
PMBOK defines roles more clearly, Lo Giudice says. It also emphasizes documentation as well as the role of the project manager, who is tasked with maintaining and updating project schedules. In scrum, there is no similar organization and updating of project schedules because teams are self-managed.
In the PMBOK approach, project managers interface with the business and stakeholders and report on the project status. The scrum approach is more transparent and everyone tends to know what is going on because they can look at the progress being made on sprints.
There is no one-size-fits all approach to government service delivery, Case says. In cases where there are strict timeline constraints mandated by a legislature, it may be more difficulty to apply a scrum framework. “You have to pick and choose depending on your requirements,” Case says.
Most government agencies have not full adopted scrum or PMBOK, Case says, “so, even if you’re fully committed to agile, you need to be able to translate and connect that to other methodologies being used in other dependent agencies or systems so that you’re not totally separated.”
How Do Agile Methodology Principles Impact Government Agencies?
In government, where the creation and launch of new services has historically taken significantly longer than in the private sector, agile approaches allow government software developers, project managers and program specialists the opportunity to iterate more quickly, pivot on projects and get new services out to citizens faster.
Case says it lets them “see the progress, not hear theoretical updates about percent complete, but to see, ‘What does that front-end user interface look like today? OK, we understand it’s not done, but great, you’re heading in that direction. We expect you’re implementing user research that we hadn’t considered. Great, keep going.’”
Agile allows government officials involved in policy creation to get involved in the development of services and make comments that can be easily incorporated into software or service development, Case says. “And if you’re waiting until the end to see working software, you’re more likely as a policy or program expert to hear, ‘Well, that would be too hard now to change or implement,’” Case adds.
Lo Giudice says that with agile, government officials “will find out sooner rather than later” whether services are shaping up as expected. “You can make mistakes. And the mistakes that you’ll make are much smaller because you’re breaking the problem of it to sub-problems,” he adds. “You won’t find out six months later that this is not what the business wanted.”
What Challenges Do Governments Face in Implementing Agile?
While state and local government agencies have made progress in adopting agile methodologies and frameworks such as scrum, they face obstacles to doing so, Lo Giudice and Case say.
One major impediment is the structure of government procurement, where contracts tend to adhere to the PMBOK approach for project delivery. Requests for proposals tend to be anti-agile, Lo Giudice says. A better approach might be to, for example, break up a $2 million contract into 10 $200,000 contracts so that the process can be more flexible. “It’s crucial to change how the work is given out to the vendors,” he says.
Doing so is difficult, Case acknowledges, since changing contract development processes that have been in place for years is institutionally difficult. But, Case says, it’s crucial to fund and “make the space for these different ways of working and let new good habits form in those spaces.”
Another big challenge is changing government agencies’ cultures to embrace agile, according to Case. “Doing organizational change like this can be a pretty massive undertaking,” Case says. “And to do it successfully, I think you have to scale it back and start small.”
Government IT leaders who want to implement agile should start small by identifying the most valuable opportunities where they can experiment, whether through procurement circumstances or having the right personnel in place.
It’s important to not go all-in at first, Case says, and instead try agile on a small scale. “If it’s successful, we’ll introduce this new concept,” Case says.
Cultural changes and changes in the way teams collaborate pave the way for the introduction of new technologies and project management tools that can make approaches like scrum easier to implement. “I think you have to start with the culture and the intent and the change management of processes,” Case says.
Wed, 16 Aug 2023 06:25:00 -0500Phil Goldsteinentext/htmlhttps://statetechmagazine.com/article/2023/08/how-go-agile-state-and-local-government-scrum-vs-pmbok-perfconKillexams : Jira Service Management vs. Airtable (2023): An In-depth Software Comparison
Jira Service Management and Airtable are powerful project management tools that cater to different needs and workflows. Jira Service Management, developed by Atlassian, is a project management tool designed specifically for software development teams. It offers a robust set of features that support agile methodologies, including Scrum and Kanban boards, backlogs, sprint planning tools and more. On the other hand, Airtable is a flexible tool that offers the simplicity of a spreadsheet to teams that need to organize work, from content production schedules to event planning and everything in between.
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Jira Service Management vs. Airtable: Comparison table
Feature
Jira
Airtable
Task tracking
Yes
Yes
Agile methodologies
Yes
No
Customizable fields
Yes
Yes
Time tracking
Yes
Yes
Reporting and analytics
Yes
Yes
Jira Service Management and Airtable pricing
Jira Service Management and Airtable both offer tiered pricing structures. Jira Service Management’s pricing structure begins with a free plan that supports up to 10 users, making it an economical choice for small teams. For larger teams, the pricing begins at $7.75 per user per month for the Standard plan and $15.25 for the Premium plan. Jira Service Management also provides an Enterprise plan for large organizations. For pricing info for this plan, you would need to contact Jira Service Management’s sales team directly.
Airtable also provides a free plan, but its paid plans start at $10 per seat per month when billed annually for the Plus plan. The Pro plan, priced at $20 per seat per month when billed annually, provides even more advanced features. These two premium plans are billed at $12 and $24 monthly. Like Jira Service Management, Airtable also offers an Enterprise plan, but the pricing details for this plan are not publicly available.
Feature comparison: Jira Service Management vs. Airtable
Jira Service Management vs. Airtable: Task tracking
Jira Service Management provides robust task-tracking features as users can create, assign and track tasks as part of their software development workflow. Tasks can be linked to specific projects and tracked through various stages of development. Jira Service Management issue and project tracking capabilities allow teams to stay on top of their work and ensure nothing falls through the cracks.
Airtable also offers strong task-tracking features. Users can create tasks as standalone items or as part of larger projects. Tasks can be assigned to team members and tracked through various stages. Airtable’s different views, including grid, calendar, Kanban and gallery, allow teams to visualize their tasks in the way that works best for them. Its spreadsheet-like grid view (Figure A) particularly stands out.
Figure A
Airtable grid view of projects.
Jira Service Management vs. Airtable: Agile methodologies
Jira Service Management is designed with agile methodologies in mind. It provides comprehensive support for Scrum and Kanban workflows, with features like Scrum boards (Figure B), Kanban boards, backlogs, sprints and more. Teams can customize their workflows to match their agile processes and Jira Service Management’s reporting features provide insights into agile metrics like velocity, burn down and more.
Figure B
A Scrum board in Jira SService Management.
While Airtable isn’t specifically designed for agile methodologies, its flexibility allows it to be used in an agile manner. Teams can create Kanban views for visual task management, use date fields for sprints and more. However, it lacks some of the agile-specific features found in Jira Service Management, like Scrum boards and agile reporting.
Jira Service Management vs. Airtable: Customizable fields
Jira Service Management offers customizable fields, allowing teams to tailor the tool to their specific needs. Teams can create custom issue types, fields and workflows, making Jira Service Management adaptable to a wide range of projects and workflows. This level of customization makes Jira Service Management a powerful tool for teams that need to track intricate projects.
Airtable also offers customizable fields, allowing users to create a workspace that fits their workflow. Users can create fields for many data types such as text, numbers, dates and more. This flexibility allows teams to structure their work in a way that makes sense to them, making Airtable a versatile tool for a wide range of projects.
Jira Service Management vs. Airtable: Time tracking
Jira Service Management has built-in time tracking, but it doesn’t offer extensive time tracking features. However, it does have fields for logging work where users can manually enter the time spent on issues. For more advanced time tracking, Jira Service Management can integrate with a variety of time tracking apps available in the Atlassian Marketplace, such as Tempo Timesheets, Work Log Pro and more.
Airtable doesn’t offer a native time-tracking feature. Users can manually create date and time fields to record when work is done, but for automatic time tracking, integration with external apps like Harvest, Toggl or others would be required.
Jira Service Management vs. Airtable: Reporting and analytics
Jira Service Management provides robust reporting and analytics features. It offers a variety of built-in reports for tracking project progress, forecasting and more. These include burndown (Figure C) and burnup charts, sprint reports, velocity charts and others. Jira Service Management’s reports can be customized to meet the team’s needs and its dashboard provides a high-level overview of the project at a glance. For more advanced analytics, Jira Service Management can integrate with tools like eazyBI.
Figure C
A burndown chart in Jira Service Management helping to track sprint progress.
On the other hand, Airtable offers basic reporting features. Users can create views to filter and sort records based on various criteria, and summary fields can be used to perform calculations on numeric fields. However, for more advanced reporting and analytics, users may need to use Airtable’s integration with external tools like Google Sheets or Tableau.
Jira Service Management pros and cons
Pros of Jira Service Management
A robust platform that provides comprehensive project management features, enabling teams to track, manage and report on their work with ease.
Highly flexible tool, allowing it to be customized to fit a variety of workflows and making it suitable for teams of different sizes and from different industries.
Jira Service Management’s integration capabilities with other tools, such as Confluence and Bitbucket, enhance its functionality.
Cons of Jira Service Management
Complexity of Jira Service Management’s interface can be overwhelming for new users, leading to a steep learning curve.
Strong customization options can lead to confusion and inconsistency.
Can be prohibitive for smaller teams or startups, especially when considering the additional expenses for plugins and integrations.
Airtable pros and cons
Pros of Airtable
Highly customizable and flexible, making it usable for a wide variety of applications.
User-friendly interface is easy to navigate.
Provides a variety of templates that can be used to quickly set up a new project.
Cons of Airtable
There is a learning curve to fully understand and utilize all of Airtable’s features.
The pricing can be high for small businesses or individuals in particular.
Some users report that the desktop app is more robust and more user-friendly than the mobile app.
Methodology
We used the product features listed on their websites and Tested user reviews of the two products to understand what the products offer and how users interact with Jira Service Management and Airtable. We then tested both products to form an objective comparison.
Should your organization use Jira Service Management or Airtable?
Jira Service Management is a powerful tool for teams that use Agile methodologies. However, its complexity and steep learning curve may not be ideal for teams looking for a simple, easy-to-use tool. On the other hand, Airtable is a versatile and user-friendly platform whose flexibility and customization options make it a great option for teams that need to manage diverse types of information and workflows. It also offers a more visual and intuitive interface compared to Jira Service Management, which can make it more appealing to teams whose members have less technical expertise.
In terms of pricing, both Jira Service Management and Airtable offer a range of plans to suit different budgets and needs. Jira Service Management’s pricing is based on the number of users and can be more cost-effective for small teams, while Airtable’s pricing is based on the features and level of support you need.
Though, as much as both Jira Service Management and Airtable have their appeal, the best choice for your organization will depend on your specific needs, budget and the nature of your projects. Take advantage of the free trials or plans offered by both platforms to test them and see which one best fits your team.
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Fri, 18 Aug 2023 15:43:00 -0500en-UStext/htmlhttps://www.techrepublic.com/article/jira-service-management-vs-airtable/Killexams : Human Resources Professional Training
LESSON 5: COMPENSATION AND BENEFITS
Understand all the things that must be considered when designing a compensation and benefits package.
LESSON 6: EMPLOYEE HEALTH AND SAFETY
Learn the ins and outs of complying with OSHA, protecting against workplace hazards, and investigating, recording, and preventing accidents and employee illnesses.
LESSON 7: THE LEGAL ENVIRONMENT
Gain knowledge of employment law as well as an understanding of equal employment opportunity, avoiding discrimination, and what happens when an employee files an EEOC claim.
LESSON 8: MAKING HR DECISIONS
Learn how to make decisions based on various company growth strategies and how to use HRIS Software as well as job analysis as a tool for decision-making.
LESSON 9: AFFIRMATIVE ACTION
Learn the full spectrum of affirmative action, how to create an affirmative action plan, and information on the AAP you will need to know.
LESSON 10: DIVERSITY
Understand what diversity is and why it is a good thing in an organization as you learn to manage it and handle conflict.
LESSON 11: EMPLOYEE RIGHTS AND DISCIPLINE
Learn the laws that protect employee rights and privacy and how to properly monitor and document behavior and discipline employees.
LESSON 12: TERMINATION
Understand the alternatives to firing as well as how to prepare for termination including proper separation agreements as well as what to do in the event of wrongful discharge.
LESSON 13: INVESTIGATIONS
Learn why it is so important to investigate problems as well as the steps of an effective investigation including preparing, conducting, and wrapping it up.
LESSON 14: MANAGING LABOR RELATIONS
Get a quick overview of the history of unions as you learn how they work and why employees join them.
LESSON 15: CREATING A HIGH-PERFORMANCE WORKPLACE
Learn how to ask employees for input and act on it, delegate authority, keep communication open, and continuously ask for feedback as you strive to develop a high-performance workplace.
LESSON 16: GLOBAL HUMAN RESOURCES
Understand the basics of staffing strategy, cultural differences, HR in other countries, choosing global employees, and issues faced by expatriates.
LESSON 17: RETENTION
Learn the top reasons employees leave a company and how you can encourage them to stay as well as the importance of succession planning.
LESSON 18: MOTIVATION, REWARDS, AND RECOGNITION
Find out fun ways to motivate workers and gain nine strategies for creating a great rewards program.
LESSON 19: PREPARING FOR THE PHR EXAM
Gain information on externships and internships as you review the basics of the PHR exam and begin to study.
Tue, 01 Feb 2022 14:34:00 -0600entext/htmlhttps://www.utsa.edu/pace/online/human-resources-professional-certification-training.htmlKillexams : Scrum injury risk in English professional rugby union
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Sat, 18 Jun 2022 03:00:00 -0500entext/htmlhttps://bjsm.bmj.com/content/48/13/1066Killexams : Top women’s rugby union players go public with grievances over Rugby Australia equality
Australia’s top women’s rugby union players have launched a coordinated social media campaign against Rugby Australia over alleged favouritism towards male athletes in the sport. More than half of the team that played against Canada in July have posted on Instagram and Twitter with a nine-paragraph statement.
It includes a list of grievances against the governing body including allegations of flying the Wallaroos economy while the Wallabies flew business class, the failure to offer women full-time contracts, and spending millions of dollars on recruitment and staff for the men’s game at the same time as Rugby Australia cited a lack of resources for the women.
“We’ve seen the impact that women’s sport has had on the Australian sporting landscape, thanks to the Matildas,” it stated. “It’s time for the chairman, board, and CEO to prioritise the future of Australian women’s rugby and allocate adequate resources. The future of our games hangs in the balance. It’s your move, Rugby Australia.”
At least 10 players have posted the message, including lock Sera Naiqama, No 8 Grace Hamilton, scrum half Layne Morgan and fly half Arabella McKenzie.
A spokesperson for Rugby Australia said the organisation will “continue to involve the Wallaroos playing group, through the Rugby Union Players’ Association, in all planning and developments regarding investment in women’s rugby”.
“We are taking steps towards a fully professional future for the Wallaroos and investing more broadly in women’s rugby across national and community competitions – and we know we have a way to go.
“In line with Rugby Australia’s commitment to incorporate players on this journey, Rugby Australia will continue to meet with the elected Super W representatives from each Super W team, the Rugby Union Players’ Association women’s player director, and the Wallaroos leadership group to listen and work together, to support our female athletes and their coaching and support teams.”
The campaign was partly triggered by the send-off the Wallabies received prior to leaving for Darwin. The team was flown to the Northern Territory for a four-day mini-camp before travelling to France for next month’s Rugby World Cup. A send-off in Sydney was also held last week.
“You continually say we don’t have enough resources and yet we all saw the World Cup send off for the Wallabies,” the statement said.
In last month’s Pacific Four Series in Canada the Wallaroos had two large losses to New Zealand and Canada, but thrashed the USA.
Rugby Australia had previously stated it planned to offer professional contracts for the Wallaroos by 2025. A collective bargaining agreement signed earlier this year provides for 35 players to be paid between $30,000 and $52,000 annually. The new agreement will run until 2026.
Super W players received a minimum payment of $4,000 in addition to club payments for the five-rounds plus-finals Super W season. In rugby league, NRLW players earn a minimum of $30,000 this year and more than $50,000 in 2027 for the nine-rounds plus-finals season.
Rugby Australia has heavily promoted its signing of NRL player Joseph Suaalii for a reported $5m and has flagged it continues to recruit male athletes from its rival code.
In football, the Matildas and Socceroos signed an agreement in 2019 that shares the commercial revenues evenly between the women’s and men’s national teams.
The Wallaroos play New Zealand in Waikato next month. The men’s Rugby World Cup starts in France on 9 September.
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