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Articles
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My Manager Thinks I'm Holding Her Hostage You don't need to look any further than to your coworkers to see how many different personalities and work styles are in effect. Despite the differences, certain predictable behaviors occur between staff and management when personalities clash. Jonathan Kohl defines a few managerial behavioral anti-patterns that could undermine your project. He also sets the ground work for ways to improve the relationship between staff and management. |
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Building Team Trust, Front to Back Trust is more than a feeling. In a project, it is something that can be grown from careful planning and development of good requirements. Ellen Gottesdiener describes three types of trust which can be built from good requirements and team management. |
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Repaying the Happiness Debt—with Interest The pace of production depends on the capability of those at work. When an increase in profit is desired, production is sped up. Yet those forced to work faster aren't necessarily more productive. Unhappily experienced at being forced to work harder and faster resulting in less productivity, Clarke Ching found a way to slow down expectations and increase productivity. |
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How to Annoy an Audience Many people who give presentations have habits that are innocent but that can annoy the audience. In this week's column, Naomi Karten identifies some of the potential annoyances she's seen among the technical professionals she's coached or observed. |
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When Conflict Is Baked In: Bridging Structural Conflict No two people or groups are the same, but their differences don't have to force them apart. In this column, Esther Derby uses the example of feuding operations and development groups to explain how focusing on the source of structural conflict can help build a bridge across the disagreements. |
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Agile Coach Performance Management: Measure Yourself as a Coach, Not as a Manager The desire to control comes through loud and clear in the way most people’s worth is measured by their company’s performance management process. When it comes to performance review time, these controlling phrases crop up anew. Many successful agile coaches have been dismayed to learn that, despite the amazing results their teams produced and despite the new clarity and purpose that pervades the workplace, measuring their contributions still includes phrases such as “Herd the cats.” |
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Six Behaviors to Consider for an Agile Team If you've been tasked with creating an agile team, first consider what differentiates an agile team from a non-agile team. In this column, Johanna Rothman highlights six behaviors of people on successful agile teams that candidates for an agile team should possess. |
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Is Your Agile Audit and Compliance Process Really Agile? In a previous column, George Schlitz proposed that process improvements, such as agile, require organizations to change process rules. Now George continues his review of agile in regards to compliance and auditing practices. What he's found is that changes to compliance and auditing rules may appear compatible, but the implementation process usually remains unchanged and conflicts with agile practices. |
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Amplifying Collaboration with Guerilla Facilitation Sometimes, an ineffective meeting can be more damaging than no meeting at all. But, if you're not the person in charge of facilitating the meeting, how can you help keep the group and the meeting in line? In this article, Ellen Gottesdiener offers some suggestions for both facilitators and non-facilitators that may help ease some of your meeting frustrations. |
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What Is a Good Project Manager? The definition of a "good project manager" varies depending on what skills you value most of this person. In this week's column, Payson Hall explores the root of the definition, highlighting the key characteristic he believes is the true hallmark of a good project manager. |
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