Developing software for mobile apps requires a different mindset from developing for computers. Some concepts transfer directly, but there are many device-related challenges managers must overcome. In part one of this two-part series on mobile challenges, Jonathan Kohl addresses some of the project factors managers should take into account during mobile application development.
The transition to lean-agile can be challenging for traditional project managers because traditional competencies and practices can conflict with the core principles that explain why lean principles work. To help prepare project managers transitioning to lean-agile, this article exposes five counterintuitive practices that challenge standard project management beliefs.
High on a mountain twenty years ago, a wise man shared secrets of problem solving that have served Payson Hall ever since. In this article, Payson passes along a simple definition that offers insights into problems and potential solutions.
Product owners often view quality as an ugly duckling—necessary to ship software, but nerdy and a drag. Instead, they should be guardians of quality. Only when quality meets functionality is lasting value created.
"No" can be disappointing. Sometimes we have difficulty hearing or dealing with No. Can we learn how to cope with No with less pain and angst? Can we learn how to prevent No at least some of the time? Yes and yes!
Successfully adopting Scrum entails understanding and perhaps adjusting the role of the project management office (PMO), whose workers are often resistant to the lighter-weight process. But, they can become a critical part of agile success. Discover how an agile PMO works.
How well does creating an opposing force serve to deliver on shared objectives within the same organization? A stronger argument may be to teach both business stakeholders and delivery personnel to reach across organizational boundaries to share not only the vision but also the methods used to achieve it.
A social experiment in the ‘80s found “Vandalism can occur anywhere once communal barriers are lowered by actions that seem to signal that 'no one cares.'" The same can be said for our software projects.
Most managers are familiar with using feedback and coaching to help people improve their performance at work. But those aren't the only tools managers have. Sometimes, the most effective way to change individual behavior is to change something in the system.