Reviewing Resumes for an Agile Team: What are the Principles Underlying the Projects?

As Esther says in her fine comment,

There are lots of ways to do all these things — and sometimes teams do all the “practices” but still don’t meet the principles.

Exactly. And it’s very hard to see the principles under the project when you’re reviewing a resume.Here’s a statement I’ve seen on lots of resumes: “Led the development of some-feature-or-system.” Does that mean the candidate architected the whole thing and handed it off to coders? Does it mean that the person used some set of collaborative techniques, but did all the architecture at the beginning of the project? Does it mean that the person was a technical lead who collaborated on several prototypes with other developers? Maybe the candidate helped the product owner decide which features were architecturally risky, and suggested the team implement those features first, to see how to evolve the architecture. And if you’re seeing a person who’s collaborative, is that enough for your project?I don’t know how to see the underlying principles on a resume in keywords. I do know how to look for principles as I read the whole resume. And if you see enough principles, then it’s worth a phone screen for the candidate.

One Reply to “Reviewing Resumes for an Agile Team: What are the Principles Underlying the Projects?”

  1. It is interesting that in this series of posts that you use the phrase agile team, rather than a SD team using agile methods or practices.
    I currently manage a platoon (20 people on several matrixed project teams) that use a agile delivery management process that is home grown. We use concentric monthly (feature) and weekly (task) timeboxes, but have the whole platoon participate in delivery committment exercises each week, as many team members are shared across projects.
    Our design and development practices are evolving towards agile more slowly than our delivery management.
    When hiring (I recently hired 6 contractors in 6 weeks) I have had success looking for resources who are merely curious about agile practices. These have been intrigued by the descriptions of agile practices already in use in the platoon, and though many have had no prior hands on exposure, they have been eager adopters.
    This experience has lead me to conclude that the hiring requirement may only be openness and curiosity around new and different practices.

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