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Top Twelve Myths of Agile Development When it comes to agile development, Allan Kelly has noticed a lot of misinformation is being passed off as fact. In this article, Allan takes a closer look at twelve of the most common agile myths he has encountered while training new agile teams.
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Six Steps for Implementing Agile across the Organization After facing difficulties attempting to transform a group of twelve skilled people into a self-organized agile team, Ove Holmberg learned some valuable lessons on what it takes to implement agile within an organization. In this article, Ove presents six steps for a successful agile implementation.
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How to Rule a Self-Organizing Team Matthias Bohlen shares with us the importance of self organization. As a manager, you must set time or organizational boundaries that serve a purpose and let team members do what they think is appropriate and necessary within those boundaries.
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Management Myth 13: I Must Never Admit My Mistakes Managers are people, too. They have bad-manager days. And, even on good-manager days, they can show doubt, weakness, and uncertainty. They can be vulnerable. Managers are not omnipotent. That’s why it’s critical for a manager to admit a mistake immediately.
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Management Myth #12: I Must Promote the Best Technical Person to Be a Manager Managing requires a different skill set from technical work, yet many companies promote their best technical workers to management positions. Here are some things to consider when it's time to promote your technical workers.
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Management Myth #11: The Team Needs a Cheerleader! If you have a cheerleading manager (or, worse, if you are a cheerleading manager) in a troubled organization, then your team is likely missing its purpose. Replace those cheers with transparency, and you might be surprised by the solutions your team will come up with.
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Management Myth #10: I Can Measure the Work by the Time People Spend at Work Increasing the amount of time someone spends on work does not directly result in better work. In fact, depending on the person, the opposite may be the case—spending less time at the office may improve the results. Johanna tackles myths of measuring work by time.
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Building a Team Through Feedback The ability to give honest, effective feedback to someone is important. Equally important is the ability to hear and understand that feedback. Learn how to use good feedback to build a stronger team.
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Globally Distributed Agile Development Today, application development frequently consists of multiple teams, located across the globe, collaborating on a software project. Alex Perec describes how to make teams more productive and efficient without hindering their natural workflow.
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Management Myth #9: We Have No Time for Training It’s never easy to schedule training, but you must if you want the people you manage to learn a new language, tool, or skill. Johanna offers some tips for making time and capitalizing on curiosity.
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