The Latest

So You Have a New Job Assignment [article]

Every change involves endings, and endings mean loss. Even the best changes mean some things will end; things that are like warm, fuzzy blankets will be taken from us. But as one thing ends, a new one begins. In this week's column, Lee Copeland assures us that new beginnings involve new understandings, new values, new attitudes, and, most importantly, a new identity for you.

Endangered Business Analysts [article]

Many good business analysts have evolved into strong software project managers--a natural career move accelerated by the shortage of experienced software project managers. Unfortunately, no one seems to be stepping into the analysts' vacant ecological niche. In this week's column, Payson Hall warns that business analysis is becoming a lost art. And it's the software project team ecology that is suffering the most from this trend.

Whipped Cream on Top of the Sundae [article]

Service and a good variety of features are key in developing relationships with the customer. We always want to satisfy our customers. But if we sometimes exceed their expectations, overly satisfied customers will more than likely spread the news about our service or product--we've added whipped cream, and maybe even a cherry, on top of their ice cream. In this week's column, Mike Cohn explains how he measures customer satisfaction using Kano analysis, which categorizes the features customers look for into baseline, linear, and exciter features. Doing so will help us identify which features will delight our end users, and help us surpass the level of simple satisfaction.

Measuring the Risk Factor [article]

The concept of risk is inherent in any development effort. Since risk is impossible to avoid, the best way to deal with risk is to contain it. One way to contain risk is through risk management. Risk management involves the identification of risks, analysis of exposure to the risks in a development effort, and execution of the risk management plan. In this article, Yamini Munipalli details one way of assigning and managing risk to a software development plan. This version of risk analysis, drawn from many schools of thought, remains flexible enough to use within any company for any project.

Information Gathering [article]

If your customer interview questions focus too narrowly on a problem that must be solved, you run the risk of missing information that could be critical to a successful outcome. In this week's column, Naomi Karten says playing detective improves your ability to gather information. To improve the odds of success, it's important to ask questions from multiple perspectives-and to pay attention not only to the customers' response, but to how they say it as well.

The Tale of the Too-Talented Techie [magazine]

Every manager has a story to tell. Find out how one management professional tackles a fictional dilemma. The story may be made up, but the solutions are tried and true. In this installment, Peter Clark spins a yarn of what can happen when a team member's talent goes to his head.

Reduce Stress, Write a Test [magazine]

All code is not created equal. Learn from a master of the craft how to spot bad code and mold it into good. This month, Mike Clark explains how writing automated tests can give you confidence to change code fearlessly.

Mission Critical: Visualize, Personalize, Humanize [magazine]

Connect with an expert to learn how to work smarter and discover new ways to uncover more defects. In this issue, Michael Bolton takes a close look at one of the key skills of Rapid Testing: critical thinking.

Lights, Camera, Automate Software Builds and Deployments! [magazine]

Picture this: a robust and scalable software build and deployment process minus the chaos. Follow these guidelines and best practices for building and deploying multiple applications in an integrated environment, and you might just find your happy ending.

Openness, Trust, and Healthy Paranoia [article]

Trust must be earned in any relationship; it is not automatic nor can it be assumed. You only learn how much you can trust someone over a period of time. The same principle rings true in project management. In this week's column, Peter Clark shares a valuable lesson for project managers and other management professionals, demonstrating that a healthy level of paranoia must precede openness. If openness is premature, one's trust could prove to be unfounded in the end.