Is this another blog about looking after your staff in the ‘new normal’, in these ‘unprecedented times’, after ‘all this uncertainty’? Yep, it is. But I simply want to reiterate some points that I feel are incredibly important to keep in the foreground as we all try to rebuild and reshape.
After catching the eye of Mike Bates, (who has extensive experience in helping to create and build two multi-million pound consultancies; BJSS, and Infinity Works), CEO Chris Roberts is thrilled to announce that following a significant investment, Mike will be joining Nimble’s Board as a Non Exec Director.
Over the last few years. I have had more opportunities to pair with developers whilst testing. During this post I want to explore what I think enables effective pairing between developers and testers, and what it means for the quality and overall delivery of software.
Whenever the words ‘change’ or ‘transformation’ are mentioned within an organisation it can often bring with it a sense of unease and uncertainty as individuals worry about it may mean for them, their team and/or their department.
After a ten year career in recruitment, I’ve landed my dream job with Nimble - who I knew of before they were Nimble - when it was just Chris Roberts on his own.
Nimble Approach CEO Chris Roberts has been shortlisted as a finalist in the North West, Yorkshire and the Humber region for the Great British Entrepreneur Awards.
Lockdown, for all its obvious faults, frustrations and failings (to put it mildly), had some positives. As most companies saw their staff confined to working from home, or indeed furloughed, it also forced them to focus in on new ways to try keep their staff engagement levels high, and their teams feeling valued.
These are strange times that we’re living in at the minute. It’s frustrating, it’s challenging, and the desire to bend the rules becomes pretty unbearable, but what do you expect after 3 months in lockdown!
From my personal experience, (pre Agile and the Digital Revolution) Product Metrics have been around for quite some time, but were being identified as something like Project Benefits or Benefits Realisation Metrics. The Benefits Realisation process would identify metrics, benefits or value a project may have to the organisation. The only issue was that these were specifically created and centred around the project itself (which obviously were valuable at the time).
I don't blog often. In fact, if I’m honest, I’ve never blogged before. Whilst I’ve admired the work of others from afar, it’s honestly never occurred to me to write my own. But what better time than lockdown to try and stretch my creative legs and see how I get on (probably a little late to the party but hey ho, it's always good to start!).
