Leslie Sachs explains what to do when members of your team exhibit overly aggressive or downright combative behaviors. Because you’re unlikely to change your colleagues' modus operandi, it is wise to instead consider how your DevOps effort can benefit from taking into account some typical behaviors of people with Type A or Type B personalities.
Johanna Rothman explains that management work is work, even if it appears that what managers mostly do is run from meeting to meeting. Management work is all about facilitating the work of other people, and when you perform great management, your team can create great products.
It’s impossible to please everyone in an organization. If someone comes to you with a reasonable-sounding request, such as to move a tester or a developer to a project, you need to examine whether the request is actually so reasonable. Management is not about being nice to everyone all the time. Much of management is about saying no when you have to. Johanna Rothman gives you some advice.
Naomi Karten shares some stories about handling coworkers and managers with negative, problematic behaviors. Sometimes the best way to deal with complainers or bullies is to just say "stop." Of course, that's easier said then done.
Kent McDonald writes on how to manage business analysts without measuring them. You can do so if you view management as helping business analysts improve their skill sets while helping them be productive members of their team. If, however, you view business analysts as “resources,” you will more than likely find individual measurements quite useful.
Micheleen Merritt explains that as an agile coach, you need to take into account all of the participants of a team, not just the developers. If you aren’t acknowledging the quality assurance analysts, business analysts, and product owners, you aren’t coaching the whole team.
Shane Hastie and Johanna Rothman explain the challenges that come with distance, be it cultural, social, linguistic, temporal, or geographic. If you work to reinforce your collaboration habits every day, your geographically distributed agile team will thank you.
Everyone wants to be helpful, and that includes managers, middle managers, and senior managers. But the more managers interfere with a team’s growth, the less a team learns how to perform. Managers do not have to solve a team’s problems.
The longer a manager has been away from technical work, the less the manager still knows the technical details. And—as we all know—for software, the details matter. If you have a manager who insinuates himself into your work, ask that manager what he wants. As long as managers trust in their project teams, and as long as those project teams work to earn trust, both sides can work together.