AboutConcretezza e creatività unite agli skill tecnologici estremamente elevati fanno di mondora l’espressione sostanziale, la computing essence dell’IT, concetto che ben sintetizza lo spirito del team e il suo modo di intervenire e operare in questo ambito.
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Mantenere sotto controllo il livello di stress, evitando ansia
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Agire da Cliente
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Semplicità
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Team: Attenti ed EsigentiI professionisti di mondora sono orgogliosi di appartenere a un gruppo dalla riconosciuta eccellenza tecnologica. Sono geneticamente innovativi e, per cultura, sempre in evoluzione e pronti ai cambiamenti, grazie anche alla continua ricerca e alla ingegnosa creatività. Uno dei valori fondamentali è la condivisione, intesa come metodo di lavoro, spirito di gruppo, impegno allo scambio e alla circolazione consapevole dei valori e degli obiettivi comuni, oltre che delle competenze professionali, sia all’interno del team che nei rapporti con il Cliente. I professionisti di mondora sono dotati di grande competenza ed esperienza e hanno conseguito diverse certificazioni tra cui Jboss, Trainer Sun, Trainer Oracle e Trainer New Codd&Date. Hanno ottenuto, inoltre, la certificazione ScrumMaster e ScrumMaster Practioner. founders (in alphabetical order)Francesco Mondora – CEO mondora s.p.a. Dal carattere come la pietra e con una volontà sferzante come il vento e permeante come l’acqua, è uno dei fondatori di mondora s.p.a.
Michele Mondora – Presidente mondora s.p.a. Nasce nel 1970 in Valtellina, una valle brusca e nel contempo suggestiva, la cui straordinaria bellezza pervade l’animo di palpitante emozione. La Valle diviene ben presto parte integrante della vita di Michele, linfa da da cui trarre energia vitale, terreno fertile dove coltivare aspirazioni e ideali. A metà degli anni ottanta si innamora dell’innovazione tecnologica, introdotta con i primi personal computer, e inizia ancora giovanissimo a lavorare nel campo informatico. L’interesse per le “Scienze dell’informazione”, unito ai suoi valori innati – alla base di un approccio naturale, genuino e sincero con le persone – e alla voglia di voler diffondere e condividere i vantaggi connessi all’innovazione, gli permettono in poco tempo di costruire realtà sempre più grandi, capaci di affrontare problemi sempre più complessi. Michele ritiene che, oggi, i movimenti agili, l’opensource e la mondora s.p.a. insieme ai propri partner, portino dentro di sé un’essenza molto forte capace di inebriare l’aria. Vede pertanto sé stesso e i suoi colleghi proprio come delle gocce di essenza che contengono l’energia e la forza per poter profumare di empatia l’IT … così come le gemme di pino che emanano un forte, intenso e fresco effluvio balsamico: il “profumo di montagna”, questo, semplicemente, per natura. michele.mondora {at} mondora(.)com
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You as a team: is it so vulnerable? Project management practices introduce the coordinator of a project who’s main responsibility is to manage and facilitate the project flow removing any impediments. Agile introduces the concept of self-organizing teams, where all the people manage themselves.
Project managers iterate on a Planning sheet and even a Gantt chart updating information on it, while Scrum identifies a Sprint Backlog as a driver for the current sprint and the product backlog as driver for the project. While things are pushing with a rhythm, team is delivering and project manager is governing each situation everyone is happy and the project feels good; but, someone in the team can lose the control of what is being delivered. It doesn’t matter who is responsible for the matter, but the situation starts making all the rest suffering until crisis. This kind of problems emphasizes and become bigger time over time: like what happens in a domino.This can be still managed at last by the Project Manager that will solve the problem removing any impediments. But, what happen when the domino starts from the Project Manager or involves the Project Manager too? This is a case of the unreliable management, where the perception that a problem is occurring is not emerging and emerges only when the entire project is failing. Traditional software management practices tries to solve this problem by creating an hierarchy inside teams, where on top resides the project manager, than the team leader, and then all the others. The team leader is clustering around the project manager to maintain good health for the project. This is a good way to establish a balanced monitor in the team management staff. But, what happen where the cluster is itself not reliable? Well, the domino effect occurs again. Agile software development is addressing this lack by promoting the entire team as a project manager and bringing a way to share daily a snapshot of the project feeling. A Sprint backlog is the driver for an iteration (Scrum identifies a sprint as an iteration), a sprint backlog is written by all the team members and is estimated daily. Every day all the team’s player must re-estimate the work in progress with the hours remaining for the specified task, and every day the team must respond to the customer (in scrum is the product owner), on what they have done the previous day, what they will do in the current day and which is the problem they’re finding on their way. The daily meeting is useful for the team too, because they can observe every day the remaining work to do and they can start anticipating some problems. What happen if someone in the team is exploding? The problem is faced in two ways: 1) At least through conversation during the daily scrum, when the exploders is not able to commit a task because his problems; A daily meeting involves, three actors: the scrum master (who makes thinks happening), the team and the product owner. Every day one of them, can feel how the project is going formally – through the spring backlog – and informally through the daily scrum conversation. This is the way Scrum and more generally agile is avoiding the Single Point of Failure where a Project Manager and a Team Leader cannot perceive a project failure. A good Project Manager will discover that she is already doing something similar with her team. Scrum is all about common sense and shares the experience in managing complex situation. The Sprint Backlog is the driver for the sprint and to gain benefits must be updated regularly daily. The daily estimation can produce a graph (in Scrum called Burndown chart) that visually represent the hours remaining. This can be good to check with only a sight the entire feeling of the team.
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