Dear Tamara,
I would like to appreciate your response to my application. Following is a complete answer to your questions. However, I am ready for a meeting If you would like.
What is your experience with agile software development?
Since five years ago, when I became the team lead of the loan team, I have tried to follow agile methodology advice in my section.
We had two-week sprints. At the beginning of every sprint, I would choose some tasks for my colleagues. Several factors would be necessary for selecting tasks:
I would choose tasks from the bugs and standard changes backlog, a list of essential tasks that the customer managers and the analysts decided the severity of them.
I might choose tasks from the development backlog, which consists of the extensions that we should apply to our software and have been planned before.
I always had my colleagues' preferences in my mind when I wanted to assign them some tasks. Additionally, they could choose some tasks to do or not to do.
Every week we had at least one grooming meeting in which some analyzers, testers, the PMOs, some of my teammates and I participated, and we would speak about the present and future tasks. Furthermore, I would join other teams meetings, and others would be invited to our session. Several tasks would come to the board during the sprint, and my colleagues and I should change the priority of the board tasks to do them.
My daily routine has been speaking about technical and business subjects with my workmates, observing the past, and planning for the future.
Analysts and testers were our teammates, along with the PMO. One of my colleagues and I would speak with these teammates about different tasks.
Last but not least has been our daily stand up meeting in which we would speak about the previous day and talk about our daily tasks. These meetings have been essential because the lockdown separated us, and we had to take care of our social relationship.
What is your experience in recruitment? How many interviews and hires did you do last year?
Every year I would hire at least two people. Most of them continued working with me. However, I accepted some of them to go to other teams due to the company's needs. Before the Covid, I would train my colleagues by myself or ask some experienced teammates to teach them the business and our framework. However, my colleagues and I recorded several videos to train new workmates by starting the lockdown.
This year my colleagues and I had more than one hundred interviews, I invited over ten applicants to the second run, and I enlisted four. Two of them joined my team, and others went to other groups.
Why did you make the transition into a (team) lead role?
If I want to tell you about the reasons that steered me to become a team lead, I should tell the story from the beginning.
Twelve years ago, I started my journey in Tosan as a mid-level developer. I developed several extensions to the Loan subsystem and participated in four banks' data migration. I made an outstanding reputation for myself so that I became the reference of the business, the data structure and the framework of the Loan subsystem. Even the CEO and many company's shareholders would know me (consider that the company had over five hundred employees). I was the only one who had several factors of reputation, sufficient technical knowledge and a knack for business subjects. For three years, I had the duty of the team unofficially. Finally, five years ago, I became the team's supervisor.
How do you keep your team(s) motivated?
Writing about how I motivate the team, it has always been my pride to preserve a group that everybody liked to work with. I have used the following approach to keep my teammates motivated:
I always tried to behave so that I liked others to behave toward me. I made a pleasant working space for them.
I was very keen on software development details and the code quality that would attract colleagues.
The quality of colleagues' relationships was crucial for me. I always treat them politely. I spread a culture that everyone liked and pleased the team's atmosphere.
We had regular retro meetings at the end of each sprint where colleagues would comment about everything. We would open colleagues' pushed codes and review their coding style. Sometimes, we would speak about how a co-worker would solve a problem. Even some colleagues would notice something about me and ask me to behave differently.
I never blamed my colleagues for their mistakes. Believe it or not, I worked beside them whenever we fell behind schedule or when we suffered from a lack of resources.
I isolated my colleagues from the inward pressures.
Not least of all, I acted as a mentor, not a manager. I tried to develop beautiful organizational behaviour.
Best Regards,
Majid Sharif Soleimani.
Dear Tamara,
I would like to appreciate your response to my application. Following is a complete answer to your questions.
However
, I am ready for a
meeting
If you would like.
What is your experience with agile software development?
Since five years ago, when I became the
team
lead of the loan
team
, I have tried to follow agile methodology advice in my section.
We had two-week
sprints
. At the beginning of every
sprint
, I would
choose
some
tasks
for my
colleagues
. Several factors would be necessary for selecting tasks:
I would
choose
tasks
from the bugs and standard
changes
backlog, a list of essential
tasks
that the customer managers and the analysts decided the severity of them.
I might
choose
tasks
from the development backlog, which consists of the extensions that we should apply to our software and have
been planned
before
.
I
always had my colleagues' preferences in my mind when I wanted to assign them
some
tasks
.
Additionally
, they could
choose
some
tasks
to do or not to do.
Every week we had at least one grooming
meeting
in which
some
analyzers, testers, the
PMOs
,
some
of my
teammates
and I participated, and we would
speak
about the present and future
tasks
.
Furthermore
, I would
join
other
teams
meetings
,
and others
would
be invited
to our session. Several
tasks
would
come
to the board during the
sprint
, and my
colleagues
and I should
change
the priority of the board
tasks
to do them.
My daily routine has been speaking about technical and
business
subjects with my workmates, observing the past, and planning for the future.
Analysts and testers were our
teammates
, along with the PMO. One of my
colleagues
and I would
speak
with these
teammates
about
different
tasks.
Last
but
not least has been our daily stand up
meeting
in which we would
speak
about the previous day and talk about our daily
tasks
. These
meetings
have been essential
because
the lockdown separated us, and we had to take care of our social relationship.
What is your experience in recruitment? How
many
interviews and hires did you do last year?
Every
year
I would hire at least two
people
. Most of them continued working with me.
However
, I
accepted
some
of them to go to
other
teams
due to the
company
's needs.
Before
the
Covid
, I would train my
colleagues
by myself or ask
some
experienced
teammates
to teach them the
business
and our framework.
However
, my
colleagues
and I recorded several videos to train new workmates by starting the lockdown.
This
year
my
colleagues
and I had more than one hundred interviews, I invited over ten applicants to the second run, and I enlisted four. Two of them
joined
my
team
,
and others
went to
other
groups.
Why did you
make
the transition into a
(team)
lead role?
If I want to
tell
you about the reasons that steered me to become a
team
lead, I should
tell
the story from the beginning.
Twelve years ago, I
started
my journey in
Tosan
as a mid-level developer. I developed several extensions to the Loan subsystem and participated in four banks' data migration. I made an outstanding reputation for myself
so
that I became the reference of the
business
, the data structure and the framework of the Loan subsystem. Even the CEO and
many
company
's shareholders would know me (consider that the
company
had over five hundred employees). I was the
only
one who had several factors of reputation, sufficient technical knowledge and a knack for
business
subjects. For three years, I had the duty of the
team
unofficially
.
Finally
, five years ago, I became the team's supervisor.
How do you
keep
your
team(s)
motivated?
Writing about how I motivate the
team
, it has always been my pride to preserve a group that everybody liked to work with. I have
used
the following approach to
keep
my
teammates
motivated:
I always tried to behave
so
that I liked others to behave toward me.
I
made a pleasant working space for them.
I
was
very
keen on software development
details
and the code quality that would attract colleagues.
The quality of colleagues' relationships was crucial for me. I always treat them
politely
. I spread a culture that everyone liked and
pleased
the team's atmosphere.
We had regular retro
meetings
at the
end
of each
sprint
where
colleagues
would comment about everything. We would open colleagues' pushed codes and review their coding style.
Sometimes
, we would
speak
about how a co-worker would solve a problem. Even
some
colleagues
would notice something about me and ask me to behave
differently
.
I never blamed my
colleagues
for their mistakes. Believe it or not, I worked beside them whenever we fell behind schedule or when we suffered from a lack of resources.
I isolated my
colleagues
from the inward pressures.
Not least of all, I acted as a mentor, not a manager. I tried to develop
beautiful
organizational
behaviour
.
Best Regards,
Majid Sharif Soleimani.