It's pronounced Diane. I do data architecture, operations, and backend development. In my spare time I maintain Massive.js, a data mapper for Node.js and PostgreSQL.
Congratulations/condolences. I've been there; it does get better 😃
Standups are ideally a bunch of devs -- and QAs, and UX/designers, and someone representing the client you're working on the thing you're working on for -- waiting in turn to say what they did yesterday, what they're going to do today, and if there's anything preventing them from making progress. As team lead, it's your finger on the pulse of the group's activity. There are other ways to get that information, but most of them in most circumstances will be less efficient than spending fifteen minutes in the morning having it out. If someone is blocked, not only do you know about it within 24 hours, the rest of the team hears it too, and can help address the problem. I'm afraid there is no getting around being assertive: if someone starts getting into the weeds, it's your job to prevent them from wasting the entire team's time and making everyone hate standups. Figure out who they need to talk to and make that happen outside the meeting.
The former lead's departure has disrupted your process and, if they knew the codebase well, more. Expect some instability and less getting done while you all adjust. Your #1 goal is to keep everyone moving. Make sure your developers have clear requirements and designs and as few interruptions as you can manage, nudge people to pair up to get them familiar with different parts of the codebase, deploy regularly so QA and UX can stay on top of things, and work with the client to plan out the future: features may have to be cut and dates may slip in the short term, but you need to know what's coming further in the future as well.
Kent Beck's eXtreme Programming Explained is a very good resource even if you don't do XP. Expect not to write much code for the next little bit. You'll be tempted -- I'm guessing you (like me) aren't exactly a social butterfly -- but the most important work you do over the next few months is going to be on people and teams, not bits and bytes.
Once you've gotten things more or less back on track, or if the company wants to make the team lead position official (whichever happens first), gun for a substantial raise.
Wow thanks! Gonna look into that reference. Yes, I'm not really into people. That's why I avoided the position for so long but now can't. This is a problem I have to face. As much as I want to code, I have to help the team funtion or there will be no team. I really hope it does get better.
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Congratulations/condolences. I've been there; it does get better 😃
Standups are ideally a bunch of devs -- and QAs, and UX/designers, and someone representing the client you're working on the thing you're working on for -- waiting in turn to say what they did yesterday, what they're going to do today, and if there's anything preventing them from making progress. As team lead, it's your finger on the pulse of the group's activity. There are other ways to get that information, but most of them in most circumstances will be less efficient than spending fifteen minutes in the morning having it out. If someone is blocked, not only do you know about it within 24 hours, the rest of the team hears it too, and can help address the problem. I'm afraid there is no getting around being assertive: if someone starts getting into the weeds, it's your job to prevent them from wasting the entire team's time and making everyone hate standups. Figure out who they need to talk to and make that happen outside the meeting.
The former lead's departure has disrupted your process and, if they knew the codebase well, more. Expect some instability and less getting done while you all adjust. Your #1 goal is to keep everyone moving. Make sure your developers have clear requirements and designs and as few interruptions as you can manage, nudge people to pair up to get them familiar with different parts of the codebase, deploy regularly so QA and UX can stay on top of things, and work with the client to plan out the future: features may have to be cut and dates may slip in the short term, but you need to know what's coming further in the future as well.
Kent Beck's eXtreme Programming Explained is a very good resource even if you don't do XP. Expect not to write much code for the next little bit. You'll be tempted -- I'm guessing you (like me) aren't exactly a social butterfly -- but the most important work you do over the next few months is going to be on people and teams, not bits and bytes.
Once you've gotten things more or less back on track, or if the company wants to make the team lead position official (whichever happens first), gun for a substantial raise.
Wow thanks! Gonna look into that reference. Yes, I'm not really into people. That's why I avoided the position for so long but now can't. This is a problem I have to face. As much as I want to code, I have to help the team funtion or there will be no team. I really hope it does get better.