Imagine that you are the project manager of a software delivery program. Say someone on your team has been stumped by a problem for numerous hours and needs to resolve this "show stopper" to move to the next delivery phase of the project. You have called an emergency meeting and gathered a group of analysts, architects, software developers, and testers in a room for you all to work towards solving the issue. What do you do? David Lipien and Nicolas Concha explain how to handle this stressful situation as well as the lessons to be learned.
When you force people to timebox their work to just the workday, they start making choices about the work they do and don’t do. They stop doing time-wasting work. They start doing useful work, and they start collaborating. But, only if you stop interfering.
Naomi Karten tells the story of a developer named Bruce who became upset when his team members acted indifferent to his plans to implement multiple changes. By viewing yourself as a participant in the change effort, the odds will be higher for having your ideas accepted and acted on, as opposed to Bruce's situation.
Some managers have rules about problems. Some managers think they should be able to have an answer to every problem. While you don't have to know the answers, being an effective and competent manager means that you can facilitate a way to get to the answers.
The year ahead likely will be filled with unprecedented challenges in terms of both technology and business demands. While technology and business needs are certainly complex, the people and personality issues may be even more challenging to deal with. This article will get you started with tackling some of these people-related challenges that you will likely encounter in the coming year.
Payson Hall describes a recipe for productivity success. Some ways that could help you include learning to deal with information overload as well as adding administrative support in order to leverage existing staff by freeing them up to do more of the high-value work they do best.
Let's take a look into the future—all the way to the year 2013! As a software tester or software quality engineer, are you planning to learn a new skill in the new year. If you are, make sure you approach it in a way that will make that skill stick.
Managing requires a different skill set from technical work, yet many companies promote their best technical workers to management positions. Here are some things to consider when it's time to promote your technical workers.
If you have a cheerleading manager (or, worse, if you are a cheerleading manager) in a troubled organization, then your team is likely missing its purpose. Replace those cheers with transparency, and you might be surprised by the solutions your team will come up with.
Increasing the amount of time someone spends on work does not directly result in better work. In fact, depending on the person, the opposite may be the case—spending less time at the office may improve the results. Johanna tackles myths of measuring work by time.