Rudolf Podcast

Talking about how to design better processes to get things done Check out the full episode transcript here: NeverFriday.com - designing better processes to get things done

(From 2016, bringing it up into the new podcast!) Hi I'm Rudolf Olah, and welcome to the NeverFriday Software Leadership podcast. On this podcast I talk about leadership in software development. -- Today we're taking a look at cause and effect diagrams. Cause and effect diagrams are one of 7 basic tools of quality. You won’t see them used very often in software development or IT projects. In other industries such as manufacturing, marketing and services, you will see cause and effect diagrams used everywhere. I've been on many development teams working on all sorts of projects from green-field to maintenance projects and not once has the team used a cause and effect diagram. As a team lead or project manager or CTO, you will be the one to introduce cause and effect diagrams to your team. They won't go off and learn how to create these diagrams on their own. Let's go over the advantages of the cause and effect diagram and why you should teach your team how to use cause and effect diagrams. The first advantage

Brought from Neverfriday.com: THE TEAM LEAD AS COACH Today I wanted to address coaching for team leads. What I'm going to cover today applies in other management and leadership positions, but the example I'm using is one specifically for team leads of software development teams. Let's set up the scenario. You're a team lead on a web development team and one of the junior developers has been working on some code. It's time to check their progress in more depth. The code they have written after a few days is okay but could use some improvements, such as adding more tests or matching the code style or there could be a major architectural improvement. The junior developer is waiting on you to see how much rework they have to do. If your first reaction is to jump in and just fix their code, then you might be a fixer. A fixer is a manager or leader who has the urge to fix things to meet their own high standards. Jill Geisler discusses this in her article, “Are you a coach or a fixer?” and says, “Fixing is a tempora

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