Building Highly Productive Teams: Factors that Influence Commitment-to-Progress Ratio

Aleksander Brancewicz addresses how to build a team that achieves a high commitment-to-progress ratio and presents the core skills and factors that influence this ratio.

Aleksander Brancewicz's picture Aleksander Brancewicz
The Problems with Overachievers on Agile Teams

Using an amusing medieval tale with a modern twist, Andrew Fuqua and Charles Suscheck tackle the dilemma of dealing with problematic overachievers in your agile team.

Survival Rules and the Lamp Lighter

By understanding the context in which their existing practices were meant to work, teams new to agile can more easily decide which of those practices still make sense and which are simply security blankets.

Steve Berczuk's picture Steve Berczuk
How Does the Manager’s Role Change in Agile?

Coming from a waterfall background, Brad Egeland found himself questioning the role of the manager on an agile project. What he learned at an agile conference helped him find some answers.

Brad  Egeland's picture Brad Egeland
Pivot, Pilot, and Adapt

Anupam Kundu and Maneesh Subherwal explain how to operate in a global, hyper-competitive world while avoiding risk-laden experiments and other "stupid" strategies.

Embracing Change and Complexity

Louis J. Taborda explains that in order to be successful, we need to be able to embrace both change and complexity while being agile. The more quickly we develop software and the greater the sophistication of the solutions we build, the more difficult it is to maintain agility.

Louis Taborda's picture Louis Taborda
Goal, Goal, Who's Got the Goal?

Don Gray explains why software development teams need three common goals: long term, mid term, and short term. These goals focus a team and provide the glue that holds the team together.

Don Gray's picture Don Gray
Kanban and Lean Startup: Making the Most of Both

Alexei Zheglov reflects on his startup experience and David Anderson’s kanban method in light of Eric Ries’ lean startup movement. Making the most of both approaches requires understanding how they relate to each other.

Alexei Zheglov's picture Alexei Zheglov
Dear Customer: The Truth About IT Projects

In this personal and direct letter to customers, Allan Kelly pulls no punches and explains why IT projects don't always pan out for all of the parties involved.

Allan Kelly's picture Allan Kelly
Management Myth #2: Only ‘The Expert’ Can Perform This Work

How many times have you seen this in your projects: You need something specific done such as a new database, or a specific user interface designed, or you need a release engineer, or a user interface designer, or a part of the system tested and the normal person who does that work is not available? What happens on your project? Does it wait until The Expert is available?

Johanna Rothman's picture Johanna Rothman


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