Many bemoan the strained relationship between testers and developers. But while we can't force testers and developers to see eye to eye on everything, we can reduce some of the tension by making simple changes in the way we communicate. Learn some great tips and tricks in this article.
Negative mindsets and instances are so easy to fall into, and it can be difficult to see the positive in things. By using the "temperature reading" technique, a completely attitude and outlook turnaround time can be achieved in very little time. Learn this easy method for improving your mindset.
A software project is a complex thing. It involves many players, many tasks, and lots of things that could go wrong (and often do). If not for dogged optimism, some projects might not be tackled at all. But optimism doesn't mean turning a blind eye to potential pitfalls. In this column, Esther Derby applies a lesson about asking, "What if..."
It's amazing how many projects, already in a hole, keep sinking deeper. When team members and staff don't have the insight or objectivity to turn things around, an independent consultant can help—or not. In this column, a leading industry consultant gives you "the straight dope" on what to watch out for.
Are you inadvertently setting up a one-dimensional team? Managers regularly make statements to recruiters like, "I need another test engineer just like Charlie." Sometimes hiring people with very similar qualifications makes sense, but sometimes breaking the mold makes a better team.
"No Fred, we're not considering you for that promotion. You're too valuable where you are." How many of us have heard those words, or said them at least once to our staff? Sometimes, we use the "too valuable" phrase to avoid discussing problems with a staff member, problems you can bring out in the open and manage.
Software projects are filled with productivity needs and deadline pressures. As a project manager, you may feel responsible for project deliverables yet highly dependent on others to complete their work. It's common to push, prod, and heavy-handedly coerce your team to go faster. Sometimes this has the desired effect. And even if it doesn't, you can at least claim you pushed as hard as you could. But is that really all that can be done? Eileen Strider suggests another tool at your disposal.
Watching the recent Olympic teams in their matching uniforms reinforced the value of connecting with your team. What other gear might your team need? I'm not sure where we got the idea that T-shirts were enough. Are we too arrogant to admit that sometimes a bulletproof vest would be handy?
Treating symptoms instead of the root cause of symptoms is a mistake that dates back millennia (just ask Socrates). The current-day workplace is no different. In Johanna Rothman's column, we get a glimpse at what happens when a company doesn't value its people.