Leslie Sachs discusses the key people skills essential to appreciating how and which personality factors most impact one's ability to successfully implement core build and release management practices.
In most workplaces, there’s an institutional hierarchy that may influence how we react in situations that require us to step up. Navigating effective communication means knowing when we should listen quietly to leaders and when we should challenge or question.
The product owner role on agile projects is critical to the team and the project. The product owner's influence, performance, and behavior can set the stage for smooth sailing—or sink a project. In this article, Anupam Kundu shares two different product owner experiences to drive home the argument how their behaviors and practices can shape organizational culture—specifically for new product development and start-ups.
The portions of projects that are not yet complete occur in the future. Since the future is an uncertain place, there will always be surprises. Some surprises are so obvious that they should hardly be called surprises at all. This is the kind of surprise that project management helps to avoid.
Ben Weatherall addresses what happens when large teams shrink to the extent that they are considered small. There are several situations where this commonly happens—for example, when a team has been raided by other teams, when the majority of the work has been accomplished and a large team is no longer needed, or when the corporate situation is such that downsizing occurs.
Great leaders don't always lead the charge, stand in front, or offer direction. They know when to step aside to let others step forward. Yet, this type of leadership is often mistaken for passivity or overlooked entirely. Esther Derby shows how "in front" leadership actually can cause gridlock and loss of productivity and destroy the good spirits of a team. You can avoid these pitfalls by noticing when the most effective leadership means choosing to follow.
You can't get far in your career if people don't trust you. Yet trust is such an elusive concept. It's not tangible. It's not concrete. It's not something you can point to and say, "That's what it looks like." In this column, Naomi Karten ruminates about the concept of trust and offers some ideas about what you can and cannot control in earning the trust of others.