Life or Death and Reading Post 1
Reading:
Chapter 3 of the book covers how Scrum came to be in the modern era, what team roles are and how they should be allocated, and the core principles of what Scrum is.. The history in particular is fairly interesting. In the early 1900's, factories were synonymous with dehumanization. They required humans to become robots, working on a factory line with no input of their own. Following World War II, however, this began to slowly change, and finally in the past few decades, the concepts of Scrum started to arise.
Scrum's principles include details such as Empiricism, Emergence, Time Boxing, Prioritization, and Self Organization. These are accomplished through Sprints, which are explained in more detail in Chapter 4.
The team role that stuck out to me most was the Scrum Master. The Scrum Master is the one that encourages the team and does everything he or she can to make sure they succeed. This includes being stubborn enough to make sure the Scrum processes always go through, even if there are people resistant to them.
Chapter 4 is about Sprints. Sprints are short 2-4 week bursts of content creation. It discusses concepts such as how the team should hold a meeting at the start of each sprint to best accomplish their major goals at the end of the sprint. One of the parts near the end of the chapter that I found interesting is of what to do after a sprint is finished early. In this case, polishing up the product takes priority and if not that, accomplishing smaller goals during the time remaining is given priority.
Life or Death Project:
This was a weird week and I am off to a rough start. I was able to get in contact and learn more about the game with its leader James on Tuesday, where he requested that I set up social media for the game as well as organize the Axosoft. I said I would get to work on these, but just logging into Axosoft proved to be problematic. I couldn't log in using the email I had, so I sent him a message about it on Wednesday. He got back to me on Friday and assured me I just needed to log into an account, and I looked around for quite a while trying to find a way to either make an account or figure out what my account is according to the UAT shell, but could not find any information. I sent James a message about this again on Saturday, and in the middle of the night he figured out what the problem was and I was finally able to get into it on Sunday.
My communications with the team as a whole have been more successful. I have been actively communicating with them on Discord, and things are going smoothly on that front. I've managed to get some discussion going about how to improve communication as well, although it hasn't been a lot.
The social media accounts are still in their infancy and I'm looking for ways to spruce them up with images from the game. They're still pretty bare-bones but I hope to change that it in the very near future.
Chapter 3 of the book covers how Scrum came to be in the modern era, what team roles are and how they should be allocated, and the core principles of what Scrum is.. The history in particular is fairly interesting. In the early 1900's, factories were synonymous with dehumanization. They required humans to become robots, working on a factory line with no input of their own. Following World War II, however, this began to slowly change, and finally in the past few decades, the concepts of Scrum started to arise.
Scrum's principles include details such as Empiricism, Emergence, Time Boxing, Prioritization, and Self Organization. These are accomplished through Sprints, which are explained in more detail in Chapter 4.
The team role that stuck out to me most was the Scrum Master. The Scrum Master is the one that encourages the team and does everything he or she can to make sure they succeed. This includes being stubborn enough to make sure the Scrum processes always go through, even if there are people resistant to them.
Chapter 4 is about Sprints. Sprints are short 2-4 week bursts of content creation. It discusses concepts such as how the team should hold a meeting at the start of each sprint to best accomplish their major goals at the end of the sprint. One of the parts near the end of the chapter that I found interesting is of what to do after a sprint is finished early. In this case, polishing up the product takes priority and if not that, accomplishing smaller goals during the time remaining is given priority.
Life or Death Project:
This was a weird week and I am off to a rough start. I was able to get in contact and learn more about the game with its leader James on Tuesday, where he requested that I set up social media for the game as well as organize the Axosoft. I said I would get to work on these, but just logging into Axosoft proved to be problematic. I couldn't log in using the email I had, so I sent him a message about it on Wednesday. He got back to me on Friday and assured me I just needed to log into an account, and I looked around for quite a while trying to find a way to either make an account or figure out what my account is according to the UAT shell, but could not find any information. I sent James a message about this again on Saturday, and in the middle of the night he figured out what the problem was and I was finally able to get into it on Sunday.
My communications with the team as a whole have been more successful. I have been actively communicating with them on Discord, and things are going smoothly on that front. I've managed to get some discussion going about how to improve communication as well, although it hasn't been a lot.
The social media accounts are still in their infancy and I'm looking for ways to spruce them up with images from the game. They're still pretty bare-bones but I hope to change that it in the very near future.
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