When conducting a testing job interview, of course you want to ask questions to be sure the candidate has the skills necessary for the position. But what sorts of questions go too far? Is it ethical to ask a candidate to solve an actual problem your company is experiencing—even if you don't end up hiring him? This article explores some moral gray areas.
An employee may become indispensable through arrogance or happenstance. These employees can cause bottlenecks and often prevent others, as well as themselves, from learning and growing professionally. "Firing" these indispensable employees sets your team free to work even when the expert is not available.
While becoming a more innovative organization is not complicated, it requires more than brainstorming sessions and creativity exercises. It’s about putting ideas into action. Kenton Bohn and Ryan McClish discuss how to build a workplace culture that empowers employees to try on new ways of thinking and follow their creative instincts.
Project managers have to deal with different kinds of people and personalities every day when trying to keep their teams working together and focused on goals. The same strategies managers embrace when building a team or leading a project also can be applied when leading a meeting. The key to success is planning.
Agile teams are supposed to take responsibility for how they work and how they learn. But what if you need to jump-start that learning? Agile transformation is about making this happen rather than waiting for it to happen. You need to get your team to learn the technical side of agile, and soon. Here are some effective approaches.
Do your managers truly own their decision making or are they only "empowered" to come to you for approval of every idea and dollar spent? If you don't trust your team leaders to make decisions, how can you expect stakeholders to? Setting boundaries and defining expectations are two ways to empower managers and encourage initiative, giving them the opportunity to gain your trust.
When confronted with a culture problem inherent in your workplace, you have a few options about what to do. Each tactic has advantages and challenges. This article examines real-world business instances of what went wrong, what was done about it, and the ultimate reaction to the method of change applied.
If you want to be successful at managing projects, you need a good estimation process. Having a smooth, repeatable process helps deliver more accurate estimation, even when you’re dealing with strict deadlines and deviation risks. This article details some practices your team should perform for less-stress estimation.
As the leader, your team's development is your responsibility. In order to keep good people, you have to allow them the opportunity to improve themselves. You need to be aware of the different levels of testers there are in the team, the abilities each level of tester has, and what motivates every individual.
A new approach to projects or a new tool is not a quick fix or a silver bullet. Too often, you have ingrained, systemic problems that require a cultural change. That doesn’t mean a new approach or a new tool won’t help. It can. But you also need to adjust the environment that caused the problems in the first place.