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Active Following[article]

Great leaders don't always lead the charge, stand in front, or offer direction. They know when to step aside to let others step forward. Yet, this type of leadership is often mistaken for passivity or overlooked entirely. Esther Derby shows how "in front" leadership actually can cause gridlock and loss of productivity and destroy the good spirits of a team. You can avoid these pitfalls by noticing when the most effective leadership means choosing to follow.

Esther Derby's picture Esther Derby
When Is Communication Not Really Communication?[article]

Complaints in the workplace about insufficient or inadequate communication are common, yet that very word "communication" is subject to multiple interpretations.

Here's an example of what I mean: A director had a survey conducted to determine the cause of his employees' low morale. One of the key findings was their desire for more communication. Eager to put things right, the director began circulating more reports and email than ever. And as a voracious reader, he started to extract articles from his many periodicals and circulate them to everyone.

Naomi Karten's picture Naomi Karten
Agile 2009 - Johanna Rothman - Manage Your Project Portfolio[article]

Agile 2009 - Johanna Rothman - Manage Your Project Portfolio

Bob Payne's picture Bob Payne
Agile Removes Limitations—You Must Now Change the Rules[article]

If you're practicing agile methods but continue to reach back to the rules and structures your organization used before adopting agile, you might be asking for more trouble than you know. In this article, George Schlitz discusses the mingling of old and new rules in organizations in different phases of agile adoption and offers a four-step method to help sort out the confusion.

George Schlitz's picture George Schlitz
Agile 2009 - Olav Massen - Real options[article]

Agile 2009 - Olav Massen - Real options

Bob Payne's picture Bob Payne
Project Portfolio Decisions—Decisions For Now[article]

If you are anything like me, you have a to-do list a mile long. Because I work for myself, I have an integrated list of everything I need to do: projects for clients, books to write, articles to write, columns to write, presents to buy, house maintenance, clothes to organize, office cleanup. The list is long and never-ending.

Johanna Rothman's picture Johanna Rothman
Timebox your Projects![article]

By putting more effort into fixing time, rather than functionality, agile development projects are able to reach the levels of agility they were intended to reach. By welcoming change, as agile was designed to do, you're able to create an innovation cadence keeps everything in harmony.

TechWell Contributor's picture TechWell Contributor
Honestly Agile[article]

Joe Krebs discusses why soft skills factors, honesty and integrity are not only essential among team members, but also for entire enterprises—including their portfolios.

TechWell Contributor's picture TechWell Contributor
Agile Software Development – Past, Present, Future[article]

Almost ten years after the Agile Manifesto was published, Russell Pannone reflects on the past, present, and future of agile software development.

TechWell Contributor's picture TechWell Contributor
The Lean-Agile Prism: Going Beyond The Agile Triangle[article]

Project management has contributed diverse triangles as it has evolved. From the traditional project triangle to the agile inverted triangle and, recently, the agile triangle. In this article, I am proposing going one step beyond the agile triangle by taking into consideration lean thinking to add a fourth element, specifically that of design, to form the lean-agile prism.

TechWell Contributor's picture TechWell Contributor
Using Product Portfolio Management to Improve the Efficiency of Teams[article]

Product portfolio management has become an essential discipline for all development organizations that want to achieve enterprise agility. The repeated process of selecting, sizing, and prioritizing the work to be done ensures that their development teams are delivering the most valuable products and enhancements for the business’ clients. This is required for both external clients in the case of product companies and for internal clients in the case of IT organizations. However, the subject of this paper is another, possibly even more important, reason: avoiding the overloading of the organization’s development teams which greatly lowers their efficiency.

Alan Shalloway's picture Alan Shalloway
Agile Project Management: Part 2 of 2[article]

Estimating Projects give people the fits. On one hand, you have to know when things are going to get done and how much they are going to cost. On the other hand, estimating projects looks a lot like magic from the outside.

I've been successfully estimating and teaching people how to estimate projects for a long time, and if you’ve read Part 1 in this series, you're ready for some tips and tricks of estimating.

TechWell Contributor's picture TechWell Contributor
Things about Release Management Every Programmer Should Know[article]

I was privileged to contribute to the book 97 Things Every Programmer Should Know: Collective Wisdom from the Experts. Here are link to a some of the posts I found particularly interesting.

Steve Berczuk's picture Steve Berczuk
Book Review: Modular Java[article]

I recently read Craig Walls' book Modular Java: Creating Flexible Applications with Osgi and Spring (Pragmatic Programmers). This book is a very detailed tutorial that walks you through setting up an application using OSGI and Spring with the help of Maven as a build tool.

Steve Berczuk's picture Steve Berczuk
So, You Want to Be a Consultant?[magazine]

Many practitioners see becoming a consultant as their ultimate career goal. But what does it mean to be "a consultant"? In this email to an aspiring consultant, Fiona Charles (a consultant for more than fifteen years) discusses different consulting approaches and describes how working for a consulting firm can help you get there.

Fiona Charles's picture Fiona Charles


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