Mid 2016 we found that people were regularly bringing this objective to life, whether it be experimenting with new techniques, organising a learning lunch, presenting at meetups, all with a positive impact on the rest of the team. But we were lacking a way to naturally yet formally thank, reward and recognise each other.

Maintaining Our Culture

Maintaining Our Culture

The “team” in Pragmateam is critical to us and our culture. We are a collective of like-minded practitioners who are all inquisitive, continually looking to experiment and learn. And we acknowledge that working together as a team will get better results for us personally, our clients and their customers.

2 Years In - Our Observations

2 Years In - Our Observations

September marked the 2 year anniversary of Pragmateam. It felt timely to reflect.

While I wouldn’t say every day over the last 2 years has been smooth sailing (we would be bored, unhappy and missing a lot of great lessons for life if it were), as company directors there are a few key principles Juliano and I have subconsciously adopted which I believe have assisted us to stay on course.

What was the Return on (time) Investment?

In the spirit of continuous improvement, we should always be actively seeking feedback, opportunities to do better next time.

At Pragmateam we believe in learning and improving so much so that we have captured a number of  OKRs around learning culture, one specifically regarding meetings, workshops and sessions.

Sprint Planning - A Straightforward Conversation

Sprint Planning is one of the well-known “ceremonies” within the Scrum framework. While at Pragmateam we absolutely see the value in planning, we typically approach Sprint Planning from a perspective of flow. The question we want to answer during sprint planning: How do we use the weekly/fortnightly conversation to continue the momentum of the previous sprint?

An Agile Coach is not just about coaching (part 2)

Delivery-orientated coaching means showing things rather than talking about them. Coaching a team in 'advisory mode' (ie. not being hands-on in delivery) is a difficult and long path to proper agile delivery. If the team hasn’t seen what ‘good agile’ looks like, how would they know where they are heading? Hands-off advice from a coach doesn't usually help.

Learnings on Testing a Middle Layer App without a UI - Part 1, the Loader

Reflecting on Mathias' experiences as a QA working on a project where the objective of developing a mid layer application which gets messages from JMS queues and topics (briefly explained below), stores them in different databases and publishes to multiple clients. The project involved a number of specific technologies which Mathias had never worked with before, and these are his learnings.

Achieving Collective Purpose

Teams are cross-functional - containing all skills necessary to define, build and ship the new features. The teams are aligned to producing value to the business rather than to the abstract purposes of providing excellence within a functional silo. This not only gives the team a laser-focus on adding value to the business.

Agile - The Why, The How, The Who

There are many interpretations of “Agile”, varying processes and methodologies, such as Scrum or Kanban. However, the implementation of Agile techniques and practices needs to be contextual to the environment and constraints. A purist implementation will be at the detriment of the organisation. As such, teams are encouraged to consider Agile a toolkit and apply relative to the problem they are looking to solve.