Articles
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Management Myth #4: I Don't Need One-on-Ones One-on-ones aren’t for status reports. They aren’t just for knowing all the projects. They are for feedback and coaching, and meta-feedback and meta-coaching, and for fine-tuning the organization. If you are a manager and you aren’t using one-on-ones, you are not using the most important management tool you have. |
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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
April 19, 2012 |
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Management Myth #3: We Must Treat Everyone the Same Way One of the biggest management myths is, “I must treat everyone the same way.” Nothing could be further from the truth. Everyone has different goals for their career, and those change over the course of a career. |
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Seven Things to Do before Starting an Agile Transformation Where does innovation come from, and how do we get there? Building the next great product may require companies to undergo an agile transformation. |
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Heard and Valued: Three Short and Useful Bits of Advice for Improving Your Leadership Skills Yogi Berra famously said, “You can observe a lot just by watching.” In this article, Payson shares some of what he’s learned about leadership just by listening. Learn how transparency and iterative improvement can maximize the results of great leadership. |
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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. |
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On Beauty, Quality, and Relativity The saying “beauty is in the eye of the beholder” rings true whether you’re staring at a centuries-old painting, listening to a busker’s music reflect off the tiles in a subway station, or testing software. It’s one thing to evaluate quality, but how do we evaluate how we evaluate quality? |
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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? |
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We Are Not Alone Do you know colleagues who box themselves into the corner regularly? Getting lost is not the problem; coping with having gotten lost is the problem. Markus Gärtner explains how to notice that you are stuck, how to ask for help, and who you should be asking. |
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Integrating Games to Change Behaviors, Part 2 Training people and introducing new ideas requires more than just clear, factual explanations or theorems. Brian Bozzuto explores how games, simulations, and other exercises play an instrumental role in helping people be comfortable enough with new ideas that they choose to put them into practice. |
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