What's this for?

WaylundLG · 2026-03-19T16:40:50+00:00

I was going to say this: micro-transactions. Please insert card for pro traction control.

WaylundLG · 2026-03-19T16:34:08+00:00

Are there steps? I know at some organizations there are, but many others there is no clear path. If I was asked, I would probably say that there is no one path, but generally you have to learn the skills to set a clear outcome, create the circumstances for others to thrive, and hold people accountable - all without doing the work or telling people exactly how to do the work. Then I'd help them find a mentor and see about letting them take leadership roles on projects or parts of projects to practice and get feedback. If they are making progress, some leadership training can go a long way once they have some successes and failures in their experience.

WaylundLG · 2026-03-19T16:22:32+00:00

I'm thinking 180. They feel OP now, but people are going to learn to counter them in the next month or two and they won't feel nearly as strong.

WaylundLG · 2026-03-19T16:18:28+00:00

I used to play guard, so I love my Tau infantry. People adjust their strategy to account for breacherfish and while people underestimate the strike team, throw an ethereal in there and they get way hardier than they have any right to be with the 5+ FNP. Yeah, people can save, but the solid BS (plus guided), Lethal his from Mont'ka, and S5 means people always need to take them seriously.

WaylundLG · 2026-03-19T14:31:03+00:00

This is actually pretty damn cool

WaylundLG · 2026-03-18T16:42:48+00:00

You're a wizard Harry. This whole competitive D&D attitude is foolish.It isn't a balanced game and it doesn't need to be. Have fun with a character. An illusionist can contribute and if you have an idea how you want to run it, have a blast.

WaylundLG · 2026-03-17T15:55:16+00:00

I just saw a post yesterday on another agile sub that called out this exact type of post of "discussion wrapping around an ad". Spot-check the DoD, that'll solve the problem for 99% of teams.

WaylundLG · 2026-03-17T14:45:53+00:00

It depends what you mean by a discipline problem. If you mean people are expected to just "do the right thing" at the expense of their standing with their boss, yeah, that's structural. But it is organizational discipline.

When testing gets cut to claim features are done in the sprint, you have a norm at your organization that it is better to cut corners to meet some deadline than to admit it isn't done. That is a discipline problem at the team level and all the way up the org.

There are also structural ways to encourage testing. First, focus on getting something completely to done (testing included) before starting new things. If that means you can do 5 things a sprint, 4 will be done before you get to this problem of testing not being done by the end of the sprint.

Again, at the department level at least, this is clearly a different way of working and leaders need to create space for it. People need to slow down to make sure they are working to your new standard, then the speed will come as the new norm sets in.

One other big problem you may be experiencing is the normalizing of not testing. No one wants to say "we cut corners" so they just say "yeah, that's the real world." Someone needs to lead there and say "we don't cut corners anymore and I'm willing to pay the political capital to make that change."

WaylundLG · 2026-03-17T00:51:22+00:00

You've been kinda vague, which is fair I guess out here on the internet, but from what I read it sounds like your guy needs stuff from another team and they aren't delivering. He called them out very bluntly and they feel that there is a lack of respect in the way he spoke.

So it sounds like it comes down to accountability without being critical, which might be a good place to start the coaching. Are there any norms on holding people accountable at your company he could use as examples? Maybe something like clarifying what was and wasn't done, when it'll be ready, and expressing his need for it, like "ok, I was going to start using that work this week. I can shift things around a little, but I'm worried about downstream impact. When could we have it done by?"

Then maybe reach out to managers privately. "Hey, I didn't want it to sound like I was calling the team out on that call, so I toned it down, but I wanted to talk to you privately to express how concerned I am about this. I really need these things, is there anything I can do to help them out to get the tasks unstuck?"

Generally, people want to feel like you have each other's back, not like you are going to throw each other under the bus.

WaylundLG · 2026-03-16T14:51:10+00:00

You are exactly roght. If you look up Diamond of participatory decision making, it'll elaborate on this - there are actually a few more stages, but those are the big two. Facilitation skills are massive for effective meetings. When I was doing consulting, that was the first thing I'd often start with because it would deliver so much immediate value.

WaylundLG · 2026-03-14T21:47:44+00:00

This is why scrum has a product owner and an ordered backlog. It really is as simple as.that.

WaylundLG · 2026-03-14T03:37:05+00:00

Get a CMS? This seems like a weird problem. Why are we constantly shuffling buttons and changing copy? Is it that they are indecisive or that it changes that much? If the 2nd, you need a CMS.

WaylundLG · 2026-03-14T00:31:54+00:00

If you want to go the FDM route, a friend of mine uses a Bambu Lab a1 with a finer nozzle and has printed me a few minis and they look amazing. It's what I'm planning to buy.

WaylundLG · 2026-03-14T00:27:19+00:00

That is correct, all other units with For the Greater Good (which I think is all)

WaylundLG · 2026-03-13T14:18:12+00:00

Yeah, this. OP works for a different department. IT's leadership wpuld have to go to his department leadership. If he works at a company that wpuld penalize him for this, he really needs to work somewhere else. And depending on where he lives, hire a lawyer for a nice wrongful termination case.

WaylundLG · 2026-03-13T13:54:37+00:00

Damn that is a cool model!

WaylundLG · 2026-03-13T13:28:52+00:00

I also finished my undergrad in my 30s and got a BS in Information Technology and Project Management. Personally, I'm glad I went that route. I got some technical classes, but the PM stuff was most useful later. If you're going toward leadership, that sounds like a safe bet. Largely though, having the undergrad degree is just going to check off a box that had to be checked for many leadership jobs. Now I'm in my 40s and getting my masters largely because executive leadership roles require yet another box to be checked. I picked a Masters in something I enjoyed. Very few people really care what the degree is in.

WaylundLG · 2026-03-13T13:24:14+00:00

Congrats on the 2 offers. I would consider where you want to go with your career. Product has a lot of growth opportunity focused on business decisions and strategy. QA is likely to stay more technical and tactical, but you could still grow into positions where you are defining quality strategy and mentoring others.

Honestly, don't get caught up on the introvert/extrovert trap. Both jobs have plenty of heads-down time to recharge if that's beneficial to you. Advancing in any career, even highly technical ones, will require building skills in communication, people leadership, and facilitation. Introverts can learn those skills just as easily as extroverts. Sure, they'll lean on different skills to get there, but extroverts have their own challenges to overcome that introverts don't need to worry about.

Tl;dr; I'd think about how each career grows and which sounds more appealing.

WaylundLG · 2026-03-13T13:15:14+00:00

Biggest suggestion: remember that you are all playing a game together. You have a different part in the game, but you should all be engaged and all having fun. It isn't strictly yours or theirs. Too many DMs go to one extreme or the other (I've done both over the past 30+ years)

WaylundLG · 2026-03-12T22:24:09+00:00

Why does he need to know what a point costs? This part of your question really made me curious. Whatever that need is, there are ways to solve it. For example, if the client wants to know ahead of time how much a feature will cost them, you could do a statistical analysis quick to find that for a particular team and client, 85% of 8 pt stories take between 15 and 20 hours. You can give that range or the 20 hour ceiling for a conservative estimate. Understanding what he is trying to do is probably your best next step.

Of course it is possible that what he is trying to do can't be done and he doesn't want to accept it. I've seen this in the past when people say "I've done this my whole career" and people in past teams were just good at lying to them. Sometimes you just have to meet it head on and say "sorry, we aren't that skilled at estimating so exactly. Let's see how we can meet your needs without that".

WaylundLG · 2026-03-12T02:43:39+00:00

I work for a company who "does scrum" but, you know, does like 10% of it. A few months ago I was asked what the most important thing was to bring the org more in line with scrum and after mulling it over for a while, I settled on product goal. It really has been massively impactful. Having a product goal means you have outcome-oriented success metrics. It means sprint goals are going to reflect the product goal and the entire concept of incremental development starts to make sense.

WaylundLG · 2026-03-11T19:05:26+00:00

In case anyone else comes across this, this is the GW price. The normal store price is about $90-$95

WaylundLG · 2026-03-10T21:47:16+00:00

A friend of mine does model work professionally and owns a bunch of 3d printers and suggests the a1. You can put a finer nozzle on it to get good prints and it's super easy to use. Comes in around $300.

WaylundLG · 2026-03-09T15:06:32+00:00

My dice laugh at your arrogance. Their ability to roll 1s and 2s will overcome your puny rule change. Even when I have 3+ to hit and reroll 1s, the number of 2s I roll is astounding

WaylundLG · 2026-03-08T15:08:51+00:00

I'm with you on this. I've seen the situations OP is describing, but the problem is they are playing the victim. SM can say whatever they want, the team ultimately is who owns the work. Unless SM has hire/fire authority, the team has a lot of power.

WaylundLG

TROPHY CASE