So what is the software coming down the pike?
As a certified SCRUM Master, I would agree that it could be non co-located at Maxwell, it would make the job much harder. Since a majority of the SCRUM Masters time is spent removing obstacles from the teams way and to facilitate the stand-up, being remote would make it a heck of a lot harder to remove the obstacles.
I would call that a reasonable salary in Montgomery.
And I'm with Larry -- the culture at NHQ is decidedly against remote work, and since the Scrum master is primarily a facilitator between people, they really need to be onsite.
The other question I'd be curious about is why Agile is involved at all in a situation like CAP which, again, I understood to be primarily contractors who are project-focused, when Agile is more suited for larger corporate environments.CAP has three missions and 1 primary personnel management system. How many competing priorities can there actually be (at this level), and why do they exist in the first place?It would seem the systems in place are either too complex for the task, too customized and lacking in standards to allow for walk-up contractors to tweak things, or too remote from the customer need to allow natural prioritiesto bubble up organically.(For example it seems like the tools unit CCs need to easily manage their units fall well behind WMIRS updatesand similar that seem to be more NHQ-focused, but yet those updates take ages to roll out or are never or only partially implemented, resulting in confusing systems that look like vintage computer museums).UX and UI is basically ignored, yet UX and UI design is where a lot of Agile takes place.Like any other management philosophy, there are arguments on both sides, but when you look at what Agile really boils down to, it always strikes me as more adhering to what would be normal best practices and natural project management, but since the corporate world always needs the "next honey pot" Agile is just in line after ISO, 6σ, Five-9s, Choas, PCI-DSS, 360, etc., etc.
BTW, do you know what our "1 primary personnel management system" actually is? I'm pretty sure you don't.Its not eServices.
Fair enough, since eServices isn't actually a personnel management system anyway.
So for education purposes, how many people are on IT staff at NHQ? Full time vs. contractor?
And how long has Agile been in place?And has it had a SCRUM Master from the start?
At the end of the day, the field isn't seeing much of value locally, so whether that's perception or reality is irrelevant to the people who think they are supposed to be the focus of the organization.
I think what we perceive as "no value to the field" is really a paradigm shift at HQ that hasn't been well explained to the field, and as such they're doing a lot of behind the scenes development to either bring a lot of existing apps into line with current development and UX/UI standards, redevelop back-end processes and data models, or prepare for requested apps and features down the road. So there may be a ton of work actually going on, but we're not seeing it because there is no window into the workshop.
Is that salary in line with local market rates in Montgomery? Seems low to me, but I'm in the Nashville job market.
In my area, which has a reasonable cost of living, a Scrum Master would make $100K+, so I'm surprised by the salary as well.
I have not seen "lower than normal" market rates around D.C. It's crazy expensive to live here (I'm in NoVA).
It currently has 72 ranked (racked and stacked by priority) SCRs, ending at page 4. There are, believe it, 11 full pages. So, whoever gets selected for this position has hundreds of software items as a backlog on arrival. Obviously, the team already on board are busy crunching away.
Quote from: Spam on April 14, 2017, 09:03:53 PMIt currently has 72 ranked (racked and stacked by priority) SCRs, ending at page 4. There are, believe it, 11 full pages. So, whoever gets selected for this position has hundreds of software items as a backlog on arrival. Obviously, the team already on board are busy crunching away.So you're thinking we will be keeping the existing WMIRS, eServices, etc., ... and it'll just be patches rolled out here and there?I was hoping for clean slate status ....
So prior to Kathy showing up, IT projects were rack and stacked by Joe Hall with input from a committee of volunteers on a monthly basis. At any one time, there were about 130 items on the backlog; most were eServices modules (OpsQual and WMIRS being the top 2, with some other stuff sprinkled in). With competing priorities (ops needs this, PD needs that, CP needs everything, etc), it took a long time for backlog items to bubble up. BTW, this doesn't even touch help desk tickets that hadn't made it to the list. Fast forward to Kathy showing up, she threw the list out, threw the help desk tickets that were bigger than simple bug fixes out, and went to all of the functionals at NHQ and asked them what was most important, thus the creation of the IT functional user group or whatever it's called now. The list you see is the product of that conversation, and now the SM's job is to play rodeo clown as these backlog items get burned down.Going forward, if you ever want to see something changed through IT, your best bet is to channel it through the chain to the national volunteer for the functional that owns that process or module in eServices and get them to have their corporate staff counterpart (e.g., the Desmarais, Parker, Tourville, and LaFond's of NHQ) make the request to IT. That's how the stuff gets visibility anymore. BTW NIN: Personify
Rather than building all this homegrown stuff, has there been any discussion in simply ponying up for a configurable out of box solution that meets our needs? K.I.S.S. There would be an upfront expense but the ongoing expenses and maintenance could be less and provide greater agility for leveraging changing technology.
Is there an "out of box" solution that does what eServices does? Think about all of the modules in there. What software package do you know of that does all that?
Would not going back, clearing everything, and using (Google Aps, SharePoint) be more painful?Not everyone here knows (Google Aps, SharePoint) so it would be nearly impossible to have something functional in about at least 6 months. Assuming the membership would like to start learning a new system. And new terminology. As (Google Aps, SharePoint) do not call every single module there the same as in e-Services. Getting to rename them would entail changing some of the code, no?Believe me, we would be getting the same complaints we get from members about e-Services if we select GA, SP, Brand X, Brand Y, or Brand Z. If it seems to be working, do not mess with it (other than fixes).
"If done correctly..."
My vote would be a custom web app which decouples UI from backend. Build the data system on a RESTful/JSON (though technically with RESTful you're supposed to support XML and JSON) API, then sit a UI on top of the API. You can interchange the UI design, or access the data programmatically, with no change to the backend - it doesn't care, it's just an API.
Quote from: Spaceman3750 on April 24, 2017, 05:31:24 PMMy vote would be a custom web app which decouples UI from backend. Build the data system on a RESTful/JSON (though technically with RESTful you're supposed to support XML and JSON) API, then sit a UI on top of the API. You can interchange the UI design, or access the data programmatically, with no change to the backend - it doesn't care, it's just an API.What leads you to believe this isn't the current system's architecture?