Last month a few of our Titaners flew over to Taiwan for an in-house Growth Hacking workshop conducted together with our Taiwan office counterparts. The purpose of Growth Hacking was to help our teams to understand how the concept of growth hacking could be applied to improving our product or having quicker iteration.
Pair programming? Two people staring at one PC screen, using one keyboard and one mouse? Why would companies hire two individuals to work on the same thing?
What are your chances of stepping into office on your first official working day but instead of smiling awkwardly to the permanent staffs that are there to welcome you, you two exchange greetings like you guys have not met for ages? Well, for me, I had the opportunity to do my internship here at Titansoft, and after accepting the job offer; my first day at work in office was a series of “Hey! How have you been?” instead of “Hello! How is the orientation so far?”
Developers produce code, testers produce quality, and what does a ScrumMaster produce then? A well working team is a common answer for question above. In my opinion, finding what to do is hard, yet finding how to do it properly is even harder. There are ton of articles out there which can tell you what you should be doing as a ScrumMaster, but not much of them will tell them how to do it right. Why? Because we all reckon in order to advise how things can be right, you have to experiment within the contexts. In this post, I will share some of my thoughts and learning since I have switched my role as to ScrumMaster.
Continue reading
There are tons of articles about CV building tips sprawled over the internet; surely, all the inputs are valid and useful! As we welcome this month’s job-hunting period, let me be of service to our future colleagues visiting our page and thought to share these resume’ designing tips in handy.
“We begin to learn wisely when we’re willing to see from other people’s perspective.” – Toba Beta, Master of Stupidity. When people heard about my job swap from Product Owner (PO) to Support, it raised a lot of questions and created a lot of tough dialogue. My usual reply was, “…to know the bottom-line impact (on our users) when we implement changes.”
The four-eyes principle is a working rule that any work must at least go through two individuals for some form of actions before it is deployed. In a business context, the four eyes required for approval are often those of the CEO (Chief Executive Officer) and the CFO (Chief Financial Officer), who must both sign off on any significant business decision. Continue reading
