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Examination structure: questions from all chapters, testing both
understanding as well as identification
Question structure: multiple choice
Extensive examination practice and feedback is included in the
Students will receive an examination link at end of the training. The
examination consists of:
• 40 compulsory questions; No negative marking
• One hour
Participants will become familiar with the concepts, advantages, and
challenges of the Scrum methodology.
• Participants will be equipped with the knowledge needed to be the
Scrum Master or developer in their organizations and help their
organizations adopt Scrum methodology. Furthermore, participants
will develop an understanding of all the roles in Scrum.
• Participants will have experience carrying out a Scrum project
through simulated case studies.
• Participants will gain knowledge to identify and anticipate issues
related to the practical implementation of scrum.
• Participants will be armed with the proper tools to address, resolve,
and take the lead on Scrum issues in their organizations.
Introduction to SCRUM and AGILE
• Introduction to Agile
• Overview of Adaptive Project Management
and comparison with Waterfall
• History of Agile and Overview of the various methods of
Agile Product Development
• Overview of SCRUM, characteristics of SCRUM
• Advantages of using SCRUM
• End of chapter quiz
Roles in SCRUM
• Overview of SCRUM roles
• Product Owner- Roles and Responsibilities
• Scrum Master- Roles and Responsibilities
• Development Team- Roles and Responsibilities
End of chapter quiz
Planning in SCRUM
• Overview of SCRUM process flow
• SCRUM Pre-project Meeting: overview, Product Vision
• Product Backlog: overview, developing the Backlog
• User Stories: overview, layout, developing User Stories
• Release Planning: overview and guidelines
• End of chapter quiz
Sprint Planning Meeting
• Overview of Sprint Planning Meeting
• Objective definition and task estimation
• Sprint Backlog: overview, developing the Backlog
• Estimation of tasks: planning estimation game
• Product Backlog Grooming: overview, need, grooming
• Acceptance Criteria for User Stories
• End of chapter quiz
Daily Scrum and Post-Sprint Meetings
• Daily Stand-up Meetings: overview, attendees
• Rules for conducting Daily Stand-ups.
• Sprint Burn Down Chart- description, relevance
Companies today cannot afford to ideate, research, and develop a new product over a long period. The risk is that by the time the product is ready for launch, someone nimbler, faster, more agile, who is able to identify an opportunity and quickly bring a solution to life, has already taken the top spot in the market.
Mon, 28 Mar 2022 16:01:00 -0500entext/htmlhttps://www.utsa.edu/pace/agile/certified-scrum-master.htmlKillexams : Best Scrum developer certifications
Best Scrum developer certifications
As big tech companies including Twitter and Facebook lay off thousands of programmers, the job market becomes increasingly competitive.
As such, developers who seek gainful employment and top-tier compensation must find ways to set themselves apart from the crowd. One of the ways to do that is to complement your education and work experience with certifications that are highly in demand and respected in the industry you’re in.
For Scrum developers who wish to find work on cross-functional and self-managed Agile teams, here are the top 5 Scrum developer certifications:
Professional Scrum Developer Certification
Certified Cloud Developer
Certified Java Programmer
Certified DevOps Engineer
Certified Kubernetes Professional
A certified Scrum developer understands the importance of the five, core Scrum values.
Professional Scrum Developer Certification
Employers want developers that are immediately productive. They don’t want to waste time explaining software development processes and procedures to new hires.
When a Professional Scrum Developer Certification appears on a programmer’s resume, an employer knows that the application fully understands the following:
the intricacies of iterative and incremental development;
the importance of the product backlog;
what to do during the daily Scrum; and
how to participate on a cross-functional team.
Relatively few programmers are certified as Scrum developers. A developer this certification on their really stands out from the crowd.
Developer certifications in Scrum can be obtained by several organizations, but the premier designation comes from scrum.org.
Certified cloud developer
Modern software development happens in the cloud.
A productive software developer on a Scrum teams must know how to provision cloud-based resources, troubleshoot code in the cloud and overcome cloud-based security and firewall issues.
Employers know that the ability to develop and manage cloud-based applications is essential to modern-day businesses. A cloud developer certification on an applicant’s resume tells the hiring manager that you understand and can take full advantage of the benefits of cloud computing for a software development team.
All of the major cloud vendors offer a cloud developer certification. Cloud developer certifications from Google, Amazon and Oracle are all held in high regard.
Certified Java Programmer
Organizations expect a software developer on a Scrum team to know how to write code. Therefore, every Scrum developer should have a some type of a programming language certification on their resume.
A Java programmer certification proves a developer knows the following:
common design patterns
Industry-recognized certifications in other languages, such C# from Microsoft, also demonstrate to potential employers that you have a strong grasp of programming fundamentals.
An Agile Scrum developer must understand the toolchain that enables continuous software delivery. DevOps certifications proves one’s knowledge of that toolchain.
The two most highly coveted DevOps certifications come from Amazon and Google. Both are considered ‘Professional’ designations, which means they go further in depth than introductory or associate certs.
Both the AWS and GCP certifications cover the same breadth of topics, including how to:
implement and manage continuous software delivery systems;
A Scrum developer certified by Amazon or Google as a DevOps Engineer brings a qualification to the table that few other job applicants possess.
The DevOps infinity loop shows an iterative dev process often embraced by Agile teams.
Certified Kubernetes Application Developer (CKAD)
A Kubernetes certification is rare, but it’s definitely a plus.
A developer with strong knowledge of cloud-native computing, 12 factor app development and the limitations of Docker and Kubernetes will help streamline an organization’s microservices development and play a key role in its digital transformation efforts.
The CKAD designation is provided through the Cloud Native Computing Foundation, a highly respected open source organization in the cloud native computing space. Scrum developers with this certification have proof of competency in the following areas:
Scrum development teams that build cloud-native applications that are managed at runtime by Kubernetes will be well-served to have a Certified Kubernetes Application Developer.
Scrum developer certification benefits
In a competitive job market, it is important to stay ahead of your competition. With these five Scrum developer certifications on your resume, you will find your Agile development skills in great demand.
Tue, 10 Jan 2023 12:06:00 -0600entext/htmlhttps://www.theserverside.com/blog/Coffee-Talk-Java-News-Stories-and-Opinions/best-scrum-developer-certifications-agile-developer-programmerKillexams : Why is becoming a Scrum Master a great career option?
Why is becoming a Scrum Master a great career option?
As an Agile Consultant, I think this is a great question, and I’m often asked why becoming a Scrum Master is a great career choice. 🚀 So, in this article, I will address this popular question circling the Agile sphere.
So why is becoming a Scrum Master a great career option? 🤔
The Scrum Master – A Stellar Step on the Leadership Track
Here’s my perspective: Firstly, I feel like the Scrum Master is the first next step for a team member on the leadership track. 🌟
The Scrum Master role is the perfect stepping stone for any team member on their journey to leadership. Imagine donning the gold shirt in Star Trek – it signifies your ambition to move forward, take on more significant accountabilities and demonstrate your leadership capability. You want to demonstrate to your organization that you can lead.
Demonstrating Leadership Before Position
But remember, you have to demonstrate that leadership before you get the position. 🎯
Leadership isn’t granted with a title. It’s earned through action. If you’ve been a long-time team member, irrespective of your speciality – coding, testing, operations, or documentation, your focus should be enhancing your team’s effectiveness. 💼
Striving for Excellence in Your Domain
As a professional, you’ve been thinking, “How can you help your team be more effective?” as an individual, as an expert on that team. Logically, team members will look to you for some of those answers.
Now, what does this mean?
Let’s say you’re a whiz at automation. You’re demonstrating leadership if you’re constantly striving to make processes slicker to deliver more value to customers.
You’re showing that you’re knowledgeable and capable, and in doing so, you’re naturally transitioning into the Scrum Master role. 🌟And by adding more value, you are demonstrating that leadership ability. 🏆
Picking Up Accountabilities
Once the team respects you, and respects your ability to help them become way better, then that will be seen hopefully in the organization.
As a Scrum Master, you pick up accountabilities that perhaps nobody else addresses. Once you’re there and your team respects your ability to enhance their effectiveness, your leadership will go from strength to strength. 🎯
Scrum Master – Your First Step on the Leadership Ladder
So, if you ask me, the Scrum Master role is the starting point on the leadership track for any team member. From there, your journey can take you wherever you wish to go within your organization.
Remember, every organization has a unique flow, but the Scrum Master is a universally recognized and respected step on the leadership ladder. 📈
Intrigued about becoming a Scrum Master?
Join our Agile and Scrum courses to gain more knowledge and skills and make your first move on your leadership journey!
Master the skills needed to excel in your role and help your team to deliver excellent results.
Keep leading, keep growing! 🚀
Naked Agility is an #agile consultancy that specializes in #scrumtraining, #agilecoaching and #agileconsulting to help teams evolve, integrate, and continuously improve.
We recognize the positive impact that a happy AND inspired workforce can have on customer experience, and we actively help organizations to tap into the power of creative, collaborative, and high-performing teams that is unique to #agile and #scrum environments.
Tue, 15 Aug 2023 20:56:00 -0500en-GBtext/htmlhttps://nkdagility.com/blog/why-is-becoming-a-scrum-master-a-great-career-option/Killexams : Guest View: The agile mindset: It’s time to change our thinking, not Scrum
Organizations that have transformed their software development from conventional to agile have gone through numerous trials. Some of these have worked and some haven’t, but the trial results have delivered invaluable knowhow.
Even after textbook implementations of agile methodologies, many organizations have found that they’re far away from realizing its true benefits. In fact, many organizations are still using legacy software development practices, and as such, agile adaption initiatives are engrossed in tweaking agile/Scrum to complement these practices. Building agile capabilities in conjunction with waterfall methodologies or iterative software development has also posed humongous changeover challenges.
Practitioners are gradually realizing that:
Agile is not about delivering chunks of software, slicing it by feature.
Agile is not about following practices that are profoundly different.
Agile is not about traditional role players developing software, just wearing different hats.
When it comes to managing enterprise-wide change and the challenges that come along with it, we need to leverage the agile mindset in order to reap the benefits.
Agile ‘mindset’ is a game changer A key to leveraging the true capabilities of agile is to embrace the culture of what it means to be agile. This in fact is the most often overlooked aspect of agile implementation.
Focusing early on building the capability of an agile mindset, as well as soft skills (e.g. the ability to self-organize), is an indispensable investment. Secondary investments like supporting tools, technologies and collaboration infrastructure can then be rapidly leveraged by the team as they now understand its significance in delivering agile values.
Agility has many facets; let’s review the key ones:
Customer centricity: Teams need to understand that customer centricity is the No. 1 factor to ensuring success. Providing business-enabling software is the primary measure of accomplishment. It’s a moot point if you deliver software that is flawless, complete and on time if it fails to deliver measurable value.
Continuous Delivery of value adding software: Teams need to orient themselves to carve out a feature from the high-level requirements that can be built fast and pushed to production (say, within a couple of weeks). Conventional “gates,” sign-offs, deep-dive reviews and inspections need to be replaced with suitable techniques from agile or by suitable automation.
There is nothing wrong with these techniques, it is just that they are dated and inefficient methods that fail to meet the expectations of today’s customer expectations. Automation is key to achieving a state of Continuous Delivery, and teams need to progressively automate the engineering activities to the extent they can. Without leveraging automation, Continuous Delivery may not be sustainable.
Welcoming change to requirements to benefit customers’ competitive advantage: Every seasoned developer knows that any change to requirements is unsettling as it has a ripple effect on subsequent development. But today’s competitive environment has us facing situations where customers experience enormous volatility, and businesses ought to be responsive enough to survive and succeed. Developers need to understand customers and their needs beyond a story or epic to appreciate the value of change to requirements, and to gear up to fulfill it rather than avoiding or deferring it.
Collaboration between business and developers, encouraging face-to-face conversation: Collaborative working and frequent conversations among the team and business are indispensable to knowing what brings value to business and how quickly it can be achieved, eliminating any bottlenecks.
Trusting a motivated and competent team to build the software: A competent, multi-skilled and motivated team is indeed a strength, but trust and empowerment make it consummate and unique. The key benefits of agile are delivered best when the teams are self-organizing and have clarity about their mission and goals. Empowered teams may disrupt conventional ways of building software so organizations can reap the benefits of agility.
Conventional software development methodologies didn’t seamlessly integrate concepts that agile brought in, and changing Scrum or XP to fit one’s organizational culture won’t result in any significant or meaningful advances. But adapting to the agile mindset surely will.
Thu, 20 Jul 2023 12:00:00 -0500en-UStext/htmlhttps://sdtimes.com/agile/guest-view-agile-mindset-time-change-thinking-scrum/Killexams : 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 Excellerate 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 certified 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 : Who Is Sloane Stephens' Husband? All About Soccer Star Jozy AltidoreNo result found, try new keyword!Sloane Stephens has been married to her husband Jozy Altidore since January 2022. Here’s everything to know about Sloane Stephens’ husband.Wed, 23 Aug 2023 07:19:37 -0500en-ustext/htmlhttps://www.msn.com/Killexams : How to Delegate Tasks Effectively: 10 Tips for Managers
In a workplace, delegation involves transferring the responsibility for carrying out a specific task or activity form one person to another – usually, from a manager to an employee. Luckily, in 2023, reliable project management tools like monday.com are on hand to help managers structure their employee's workflows.
However, despite effective delegation being one of the key aspects of almost all managerial roles and ample tools on hand to assist with it, many managers still struggle to master the art of delegation, as well as the processes that help facilitate it.
In this guide, we cover how to delegate tasks effectively, what tasks should and shouldn't be delegated, and discuss some of the common struggles that managers face when making workflow management decisions.
Want to Manage Your Team's Tasks Effectively?
Project management software tools with highly functional task management features can help
What Is Delegation and Why Is It Important?
Delegation is the process of entrusting someone else to complete a task on your behalf. In a workplace, managers will delegate tasks to the employees they manage. Deciding which employees should be assigned to what tasks is a central component of the average manager’s week.
Delegation is important because, in the vast majority of cases, one person cannot complete a team’s worth of work or an entire project alone. Effective delegation leaves managers with more time to tackle high priority duties, dictate their team's strategy, and plan employee progression pathways.
Effective delegation also involves ensuring that people are working on tasks that suit their strengths, and that all team members have sufficient guidance and resources at their disposal to complete the tasks they’ve been assigned.
When should a manager delegate?
Broadly, a manager should be delegating a task when:
They don’t have enough time to complete the task
It presents a chance to upskill a specific employee
An employee is better suited to complete the task
Something more important has come up unexpectedly
Two equally important tasks need to be completed quickly
They want to show trust, leadership, and foster collaboration
This isn't an exhaustive list, but you'll find that most delegation decisions usually occur due to one of the above causes.
When should a manager avoid delegating?
Remember, a manager should not always delegate. There are some tasks that are either too complex or too sensitive to hand out to other team members, and could be inappropriate to assign to someone in a junior role.
For example, if you need specific training to complete a certain task, or it's a job that requires the use of a complex software tool, it wouldn’t be a good idea to delegate this task to an employee who hasn't been given the opportunity to complete the required training.
It would also be unwise for a manager to send a junior member of their team to report to the company’s board of directors and answer questions about team strategy, which is something they’ve had no input into creating and aren't responsible for implementing.
Additionally, managers shouldn't be delegating tasks that involve sensitive information about other employees or relate to confidential workplace procedures. It would be inappropriate to ask one employee you manage to discipline another colleague you manage, for instance.
The Benefits of Delegation
When a manager delegates well, their team reaps the rewards. While effective delegation can increase a business's revenue by up to 33%, some of the main benefits of delegation you'll experience in your day-to-day work life include:
Building trust within your team: Asking an employee to complete an important task shows that you trust them, which can be motivating and help strengthen relationships.
Promoting collaboration: Clever, calculated delegation is a key component of workplaces where people with interlocking priorities work together.
Learning about your team's strengths: Delegating tasks will provide you with insight into areas that different members of your team excel in, which you can use to your advantage in the future.
Saving time: If a member of your team can carry out a task, then you can get on with more important activities.
Improved efficiency: Having a working delegation process, and staff members willing to carry out tasks you set them, will make your team nimble and ready to capitalize on opportunities quickly.
Next, we’ll look at 10 tips you can use in your workplace to ensure you’re delegating effectively.
1. Identifying tasks you can delegate
The first step to delegating tasks effectively is deciding which ones you can feasibly delegate. Being realistic is important because some tasks just can’t be delegated, and identifying them is equally as important. You may want to incorporate the tasks you plan to delegate into a project premortem session, for instance, so everyone knows what you'd like them to do.
2. Understand the strengths of your team
Ensuring you’re delegating tasks that chime well with an individual's strengths will culminate in better results.
For example, it's probably a good idea to pick your most IT-proficient team member to import all of your team’s tasks into a project management software tool. Assigning people tasks that complement their skills and interests can be motivating and assuring.
If you delegate complex tasks to people without much relevant experience, it's unlikely they'll be completed to the standard you expect.
3. Communicate the benefits of completing specific tasks
In some situations, it might be necessary for you to delegate a task that’s come up because you’re extremely busy. However, if everyone on your team is equally as busy, justifying your actions can be tricky.
If this is the case, and you have to assign it to a member of your team, then clearly explain the benefits of completing the task to the person you've delegated it to. This will ensure minor pushback, and perhaps better commitment to the task in question.
4. Demand oversight, but allow employees to make their own judgments
When delegating, you must set up processes that will certain oversight of the tasks your team are working on. It’s also important to clarify what each team member will be accountable for in terms of deliverables, and when you'll be checking in to see how things are going.
However, you must allow employees sufficient space to complete the tasks you’ve assigned them, and ensure that they feel empowered to solve problems without your assistance. Delegating responsibility for a task to an employee and then holding their hand through the entire process is not delegation.
5. Communicate your priorities clearly
Communicating your priorities is incredibly important because this will ensure your team makes independent judgments that align closely with how you want tasks to be executed.
In a nutshell, the more you communicate, the less you'll have to worry about correcting mistakes. Ensuring you’re communicating effectively when delegating will make it easier to let go and trust your team members to carry out tasks.
6. Provide instruction and clarify timelines
Much like the previous tip, providing as much guidance and instruction as possible will save you time in the long run because it will decrease the chance that someone you’ve delegated work to will stray from the brief, make a mistake, or miss a deadline.
Effective instructions will also include (on a task-by-task basis) deadlines, expectations, objectives, and goals, so there’s a clear understanding of the project timeline and how success will be measured.
7. Maintain an open dialogue with your colleagues
It is strongly advised to let your employees know they can always check back in with you if they're unsure of of something about the delegated task. Your team shouldn't feel panic or have any uncertainty around asking for more information or resources to carry out the tasks you’ve set for them.
In most workplaces, this kind of open dialogue can be facilitated with a mixture of group and one-to-one meetings. Additionally, making sure staff are aware of the times of day when you're usually able to have a quick chat or answer a question can be beneficial.
8. Monitor progress
Delegating tasks isn’t a single action, it’s a continuous process. You should never simply delegate a task (especially a large, complex one) and then forget about it – or the employee assigned to complete it – until deadline day.
Checking in and monitoring the progress of the work you assign to others is crucial. Part of the reason why project management software programs like ClickUp are so popular is the variety of ways you can view project progress and the status of tasks. Thanks to the clarity they bring, there's no need to breathe down your employees' necks with a constant stream of messages.
Monitoring progress is much easier if you’re maintaining an open dialogue with employees, which means they'll be more likely to come to you with any crucial updates or issues they’ve run into.
9. Review your decisions to delegate
Reviewing the decisions you make is key in every role – regardless of whether you're delegating or not. It’s the only way to ensure that you repeat the things that went well and avoid mistakes. Scrum masters might want to do this at the end of every sprint, whereas managers working on longer-term projects may hold review sessions less frequently.
Reviewing the tasks you’ve delegated could involve reviewing the output, as well as your decision-making when it came to assigning them. Did you pick the right person for the task? Were your explanations clear enough? These are the sort of questions that you should be asking.
10. Celebrate successes
Celebrating incremental success is a key part of ensuring that is continues beyond the project you're currently working on. It's a good idea to note what went well, and highlight when a team member performed exceptionally on a task you delegated.
Why Do People Struggle With Delegating?
The core reason why some managers struggle with delegating is relinquishing control over tasks that they’re ultimately still accountable for.
When you delegate, you hand over responsibility for the execution of a task to an employee. However, as you’re the manager, you’ll still be held accountable for its success or failure. This means that delegating isn't always a comfortable experience.
Another reason people struggle with delegating is a lack of team trust. Some people take the “if you want a job done well, do it yourself” mantra very seriously, and simply don’t trust others to carry it out in the way they want it to be done. Other managers may not feel they're capable of accurately articulating what needs to be done.
In addition to this, some managers often struggle to delegate because they simply don’t know how to. In some industries, managerial roles become so complex that their occupants struggle to decide which bits of their role can be appropriately delegated. As we've discussed, many aspects of an average manager's job can't be delegated, and this can cause managers to believe that none of the tasks they have in their pipeline can be delegated.
A final (and somewhat ironic) reason why managers struggle to delegate is a perceived lack of time. We know what you’re thinking – delegating tasks saves time. You're not wrong, but some managers feel like they don’t have enough time to create the processes that would allow them to delegate in the first place, which stops them from doing it at all.
Effective Delegation: Summary
At its core, delegating tasks effectively involves being conscious of the strengths and weaknesses of your team, assigning them appropriate, achievable tasks, communicating your priorities, and, ultimately, trusting them to deliver.
However, as we’ve said already, delegating tasks in an effective manner doesn’t stop after handing over the assignment – it’s a process that continues with oversight, dialogue, and reflections on successes and failures.
Knowing exactly what tasks to pass on to employees isn’t always straightforward. Ensuring your process includes the key elements of effective delegation will put you on the right track, while utilizing tools like project management software can make the whole process smoother and clearer, from start to finish.
Fri, 18 Aug 2023 12:43:00 -0500en-UStext/htmlhttps://tech.co/project-management-software/how-to-delegate-tasks-effectivelyKillexams : Matt LaFleur ‘potentially’ considering limiting joint practices to one day after tense week against Patriots
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Sun, 20 Aug 2023 22:49:00 -0500en-UStext/htmlhttps://www.jsonline.com/story/sports/nfl/packers/2023/08/21/matt-lafleur-considering-limiting-green-bay-packers-joint-practices-to-one-day-after-patriots-fights/70637211007/Killexams : Eagles’ Jason Kelce: ‘I crossed the line’ in brawl during joint practice with ColtsNo result found, try new keyword!The final practice of Eagles training camp ended with a sideline-clearing brawl between Eagles players and the visiting Indianapolis Colts. The scuffle capped off a prickly joint practice Tuesday at ...Tue, 22 Aug 2023 05:48:00 -0500en-ustext/htmlhttps://www.msn.com/Killexams : The RTÉ Rugby pod choose their Irish RWC squad
With less than a week to go until Ireland head coach Andy Farrell names his final 33-man squad for the Rugby World Cup, this week's RTÉ Rugby took a deep-dive into the Irish squad and selected the group they'd like to see head to France next month.
Bernard Jackman, Jonny Holland and Fiona Coghlan were in broad agreement on their selections, with all three opting for 19 forwards and 14 backs mirroring most of the major countries who have already named their squads.
There are some cavaets to be made around the selections; Dan Sheehan's unclear return date from his foot injury complicates the process, with the trio of RTÉ Rugby analysts making their selections on the assumption that the Leinster hooker is fit to play a part in the pool stage.
Here's what they came up with, you can listen to the full podcast right here.
Holland: "I think 19/14 [19 forwards, 14 backs] for the moment is the way I'd be thinking, but with France being very close, I don't think it’s going to be a turning point.
"Three of each (hooker, tighthead and loosehead), yeah. That's an attritional position, I do think that’s something I’d be more comfortable with as a coach, having cover in those positions. Especially for training, having people banged up, you have to have full squads going against each other."
At tighthead all three opted for Tadhg Furlong (above), Finlay Bealham and Tom O'Toole, before Fiona Coghlan ran through the selections at loosehead and hooker.
Coghlan: "We won’t know the injury until Thursday, how bad it is [Sheehan's injury], but even if he gets back for the Scotland game, that’s seven weeks post the injury.
"You would hope he could make it back for that – even a quarter-final – the way he plays when he’s on form.
"It’s a big call to make, but you’re bringing Sheehan, [Rob] Herring and [Rónan] Kelleher. [Tom] Stewart is there and did a fine job when he came in against Italy, and he’s there if Sheehan doesn’t make it, but you really would hope that Sheehan makes it through.
"At loosehead - Andrew Porter, Cian Healy and Dave Kilcoyne. I know Kilcoyne had an injury, they didn’t say how bad it was. I think the impact he brings on the pitch as off it, that he’ll go."
After the front row, the second and back row were also unanimous decisions; James Ryan, Tadhg Beirne, Iain Henderson, Josh van der Flier, Jack Conan, Caelan Doris and Peter O'Mahony were all guaranteed to travel, while the panel believe Ryan Baird, Joe McCarthy and Cian Prendergast will also join them in the final 33.
Coghlan: "I’m with a 19/14 split because of what Prendergast and McCarthy brought to the party, they’ve come through on what the coaches have seen and the impact they can make."
Jackman: "The casualties are going to be in the backline. Joe McCarthy and Prendergast and Baird go for me, and then it’s the three 9s, the three 10s."
Although Ireland brought just two scrum-halves to the 2015 and 2019 World Cups, Andy Farrell is expected to increase that to three this time around, while the RTÉ panel agreed that Jack Crowley and Ross Byrne would supplement Johnny Sexton at out-half.
That left 11 players fighting for the final eight places, and they agreed that a lack of versatility could count against Stuart McCloskey, while Keith Earls could sneak in alongside Jimmy O'Brien in the back-three cover.
Jackman: "This is where it gets tight; I think [Stuart] McCloskey loses out in a 19/14 split, which is a big call.
"You bring Robbie [Henshaw], Bundee [Aki] and Garry [Ringrose], your back three is Hugo [Keenan], Mack [Hansen], James Lowe, Jimmy O’Brien. Earls is in, but Jacob Stockdale, Stuart McCloskey and Ciarán Frawley miss out."
Holland: "I’m in full agreement on that. It all hinged on McCloskey and Earlsie for the last week or so.
"I’ve been thinking about this, the combinations of it. Look at the centres: Bundee and Robbie Henshaw both play 12, all three of them can play 13 with Garry Ringrose. You have centre covered.
"Because you have two 12s, McCloskey can’t go as a 12, and you have Jimmy O’Brien and possibly Keith Earls that can play at 13 depending on the physicality of the opposition. When you get to choose which games you use them for, Jack Crowley can play 12, Earlsie and Jimmy O’Brien can play 13.
"They can play in those positions, but when you’re playing Tier 1, backs to the wall, must-win rugby, that’s where it might get hard. You have to risk something, so risking losing a centre and bringing Earlsie in the back three – to cover centre as well – that's where I’d be going."
Coghlan: "We’re so close to France, if an injury happens one week, McCloskey flies over. He’s been in training the whole time, he knows the systems, he knows he can step in. That makes the selection easier for Farrell to make.
Jackman: "He [McCloskey] would definitely be the most unlucky to miss out in a long, long time.
"There's not many people there who would feel massively unlucky. Ciarán Frawley didn't get the opportunities to play, Jacob Stockdale is a class player but his form as been mixed and the injuries [held him back]. He came back against Italy but probably knew he was behind. The ones who got cut last week realistically wasn't a surprise.
"Farrell has done a great job of giving lots of people game time over the last four years, but it's pretty clear who his top 34 are. The challenge for him now is if he can fit McCloskey in, which we don't think he can.
"It's very hard on McCloskey because of what he's done when he had opportunities. When he's played, he's been very reliable. Garry [Ringrose] can play wing as well if you're stuck, so just being a one-position player in this backline is probably going to cost him."
Ireland's RWC squad, as chosen by Bernard Jackman, Fiona Coghlan and Jonny Holland:
Forwards: Andrew Porter, Cian Healy, Dave Kilcoyne; Dan Sheehan, Rónan Kelleher, Rob Herring; Tadhg Furlong, Finlay Bealham, Tom O'Toole; James Ryan, Tadhg Beirne, Iain Henderson, Ryan Baird, Joe McCarthy; Josh van der Flier, Peter O'Mahony, Caelan Doris, Jack Conan, Cian Prendergast
Backs: Jamison Gibson-Park, Conor Murray, Craig Casey; Johnny Sexton, Ross Byrne, Jack Crowley; Bundee Aki, Garry Ringrose, Robbie Henshaw; James Lowe, Mack Hansen, Jimmy O'Brien, Keith Earls, Hugo Keenan
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Watch live coverage of Ireland v Samoa on Saturday 26 August on RTÉ2 and RTÉ Player, listen to live commentary on RTÉ Radio 1 Extra or follow a live blog on RTÉ.ie and the RTÉ News app.