It used to be that a project manager did one thing: manage the success of the project. As IT budgets shrink and job responsibilities expand, there is no such thing as a typical project manager role. You're expected to wear many hats, facilitate human resource issues, become a subject matter expert, and assist with key technical activities.
What happens when younger knowledge workers, the millennials, bring a new perspective to an organization? Reverse mentoring can dramatically improve employee retention, team collaboration, and the adoption of newer technology.
Without clearly defined roles and responsibilities, actions taken by key project stakeholders may result in project misfires. Kyle shows what you should do to avoid the situation when roles are misunderstood, overlapped, or completely missing.
Hiring people for any role on an agile team (manager, ScrumMaster, product owner, team member, or architect) is challenging. Even though candidates might be able to answer your questions and prove their C++ programming skills, what you really want are people who are competent and capable, work well with others, and will fit in with your team.
A company with powerful technology and costly equipment is still going to be stuck in a rut without the right personnel. Here, Galyna Datsiv spotlights the concept of corporate universities, where IT organizations can support their products, processes, and even customers by ensuring the growth of new talent and existing employees.