I missed one presentation in my last post. At Oredev, I had an opportunity to speak with the PMI Sweden folks (at least, the southern Sweden folks). I talked about Agile Program Management, and discussed my current thinking about agile program management.
Should you diligently produce multiple big documents before testing begins? Consultant Fiona Charles argues that you should do that only if you believe that documentation is your product as a tester. If your product is information, you should instead minimize test documentation and engage with the software to build the product your stakeholders are paying for.
Whether you’re concerned about your day-to-day work or the long-term goals you’ve set, a good attitude can make all the difference. In this article, Laura Brandenburg expands on some tips gathered from Jeffrey Gitomer’s Little Gold Book of Yes! Attitude.
Giving your clients the opportunity to voice their opinions after conducting business with you is a great way to express your interest in continuing to work with them. Just make sure you're earnest in hearing their thoughts and that you don't simply think this is accomplished with a survey alone.
Managing expectations and providing useful feedback are incredibly important skills for managers, whether you’re dealing with one employee or many. In this article, Laura Brandenburg takes a closer look at how some of the principles from the book The One Minute Manager apply to project teams.
Giving yourself, and your team, the necessary time to adapt to and move on from change is the healthiest way to make sure that everyone is back on the same page in a timely manner. Learn how to avoid prolonging the necessary time to "heal" by minimizing turbulence.
Johanna Rothman received a variety of responses to her recent writing on agile architecture. In this article, she attempts to clarify her case for having an architect on some—but not all—agile programs, depending on a number of factors.
Becoming a CEO isn’t the ultimate goal for the most successful CEOs. It is a status that they use to achieve great things, and they face ongoing temptations that threaten their potential. Here, Laura Brandenburg takes a look at the temptations in Patrick Lencioni’s Five Temptations of a CEO that can limit the potential of not only CEOs, but also anyone in a leadership position.
We all know what it’s like to be frustrated with someone else when that person isn’t being as responsive as we would like. It’s especially easy to do when our own work or responsibilities are on the line. In this tale from Naomi Karten, she shows that a lack of response doesn’t necessarily mean a lack of care and explains how very important it is to have the full story before you get too worked up.