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Malware is Gone and All is Well

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

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
How Does the Manager’s Role Change in Agile?

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

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

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?

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
Good Architecture, Good Leadership

Software architects have the unique ability to provide leadership using skills gained in this role. Drawing on Kouzes and Posner's The Leadership Challenge, Patrick Bailey examines five practices that can be leveraged by the aspiring architect-as-leader.

Patrick Bailey's picture Patrick Bailey
Overcoming Perfection Rules

I have a tough time with my perfection rules. I want to be perfect. I’m not, of course. I want to be. So using leanpub and publishing early and often pushes me way out of my comfort zone. Which is why you haven’t heard anything from me about my book under development up until now. Yesterday, I announced the beta of my newest book Manage Your Job Search: Reduce Your Overwhelm, Focus Your Search, and Get Your Next Job!

Johanna Rothman's picture Johanna Rothman
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's picture Louis Taborda
Bare Minimum Internationalization of Software

Internationalization isn’t only about dealing with other nationalities and languages. It’s about creating software for a multicultural world. Even if the software you’re testing won’t be translated entirely into another language, it still should meet some basic requirements for international visitors.

Rick Scott's picture Rick Scott

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