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Paul Poutanen From One Expert to Another: Paul Poutanen[interview]

Paul Poutanen has developed extensive mobile expertise working in management for wireless hardware and cellular location firms such as Wi-LAN and Cell-Loc before launching Mob4Hire. In this interview with Jonathan Kohl, Poutanen discusses the complex global testing process for mobile devices.

Jonathan Kohl's picture Jonathan Kohl
Disciplined Agile Delivery: An Interview with Scott Ambler[interview]

Scott Ambler is chief methodologist for IT with IBM Rational. Heather Shanholtzer recently had the opportunity to talk to Scott about scaling agile for enterprise organizations, how agile affects leadership and requirements on large teams, and his Disciplined Agile Delivery framework.

Heather Shanholtzer's picture Heather Shanholtzer
The Problems with Overachievers on Agile Teams The Problems with Overachievers on Agile Teams[article]

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.

Analyzing Code Coverage with C-Cover by Bullseye[magazine]

C-Cover by Bullseye Testing Technology is a code coverage analyzer that gathers and displays run time coverage statistics of C and C++ source code. Its capabilities include instrumenting the source code, accumulating the code's run time data, and displaying the data in its browser. This article describes Peter Wlodarski's experience using the program.

Peter Wlodarski's picture Peter Wlodarski
We Cannot Choose Between Management and Leadership[article]

I subscribe to a number of services that look for pithy quotes from Big Names, authors, and other people who are looking for publicity. I saw one about moving from manager to leader.

Johanna Rothman's picture Johanna Rothman
Survival Rules and the Lamp Lighter Survival Rules and the Lamp Lighter[article]

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
Malware is Gone and All is Well[article]

I’ve had a confusing couple of weeks. First, a nice gentleman who was considering my job search book (in beta) told me he was seeing potential virus notifications on Hiring Technical People. Well, that seemed strange. But, then another colleague who’d participated in my Peer Project Portfolio Coaching also saw the notifications.

Johanna Rothman's picture Johanna Rothman
The Skeptical Tester[article]

Testers are people who ask questions, think critically about the answers, and then ask more questions—repeatedly. Fiona Charles reminds testers that their success depends on maintaining a healthy skepticism.

Fiona Charles's picture Fiona Charles
Agile at the Enterprise Level: An Interview with Arlen Bankston[interview]

Arlen Bankston, vice president of LitheSpeed, LLC, is a Lean Six Sigma Master Black Belt and Certified ScrumMaster Trainer. Heather Shanholtzer recently talked to Arlen about what it takes to apply agile at the enterprise level and the challenges he faces when team members aren’t collocated.

Heather Shanholtzer's picture Heather Shanholtzer
Building Highly Productive Teams Using a Commitment-to-Progress Ratio: Work Committed vs. Done[magazine]

This article explains methods to build a team that will embrace "required work" and deliver robust software in a predictable fashion. It proposes a measure that helps calculate the throughput of an agile team by comparing work committed to work actually done.

Aleksander Brancewicz's picture Aleksander Brancewicz
How Does the Manager’s Role Change in Agile?[article]

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 Pivot, Pilot, and Adapt[article]

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

Management Myth #4: I Don't Need One-on-Ones[article]

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.

Johanna Rothman's picture Johanna Rothman
Why Does Management Care About Velocity?[article]

I’ve been talking to people whose management cares about their velocity. “My management wants us to double our velocity.” Or, “My management wants us to do more in a sprint.” Or, “My management wants to know when we will be a hyper-performing team, so they want to know when we will get 12x velocity like Scrum promised.” But let’s understand what management really wants.

Johanna Rothman's picture Johanna Rothman
Exploratory Testing in an Agile World: An Interview with Matt Barcomb[interview]

Matt Barcomb works at LeanDog where he is passionate about building collaborative cross-functional teams and finding ways to make the business-software universe a better place to work, play, and do business. Heather Shanholtzer talked to Matt about exploratory testing in an agile project.

Heather Shanholtzer's picture Heather Shanholtzer

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