Articles

Have an Objective Ranking System Management Myth #5: We Must Have an Objective Ranking System

An objective ranking system is unnecessary when trying to determine an employee's value, and it can even be detrimental to collaboration on teams. Providing feedback, facilitating knowledge building, and allowing them to contribute are three key ways to help your employees excel in their roles.
Johanna Rothman's picture Johanna Rothman
June 12, 2012
Building Highly Productive Teams Building Highly Productive Teams: Factors that Influence Commitment-to-Progress Ratio

Aleksander Brancewicz addresses how to build a team that achieves a high commitment-to-progress ratio and presents the core skills and factors that influence this ratio.
Aleksander Brancewicz's picture Aleksander Brancewicz
June 8, 2012
Tips for a Productive Workday

Some days you leave work feeling as if the day went by without an inkling of progress or productivity. Other days, you leave feeling as if you conquered the world, with an internal spark of satisfaction and anticipating resuming progress the next day. So, what is it that makes the difference?
Nirav Assar's picture Nirav Assar
June 5, 2012
Doyouspeaktoofast? (Do You Speak Too Fast)

You may have a lot you need to say in a very short timeframe, but speak too quickly and those listening may not get the full message and they could end up missing out on crucial information. Make sure that the individuals you're speaking to can understand you clearly, or face the consequences.
Naomi Karten's picture Naomi Karten
May 31, 2012
The Problems with Overachievers on Agile Teams The Problems with Overachievers on Agile Teams

Using an amusing medieval tale with a modern twist, Andrew Fuqua and Charles Suscheck tackle the dilemma of dealing with problematic overachievers in your agile team.
Charles Suscheck's picture Charles Suscheck Andrew Fuqua
May 31, 2012
Uncertainty about Uncertainty

Uncertainty doesn't have to be a bad thing, but many say they'd rather know there were definitely problems coming, rather than be uncertain about whether there were or not. What do you prefer? Do you spend valuable time trying to prevent uncertainty?
Naomi Karten's picture Naomi Karten
May 15, 2012
Staying True to CM in Small Efforts CM for Small Teams: Staying True to CM in Small Efforts

Implementing configuration management in small teams presents a distinct set of challenges. Your ability to “right size” the effort will go a long way in how successful you are. Find out what questions to ask before you get started.
Joe Townsend's picture Joe Townsend
May 14, 2012
Management Myth #4: I Don't Need One-on-Ones

One-on-ones aren’t for status reports. They aren’t just for knowing all the projects. They are for feedback and coaching, and meta-feedback and meta-coaching, and for fine-tuning the organization. If you are a manager and you aren’t using one-on-ones, you are not using the most important management tool you have.
Johanna Rothman's picture Johanna Rothman
May 8, 2012
Outside-the-Box Thinking? Maybe Not.

With so much focus on thinking outside the box, many of us often forget that simply thinking inside the box will give us the answers we need. If you're having difficulty completing projects on time, you may just need to use the skills you already have inside, rather than what lies outside.
Naomi Karten's picture Naomi Karten
April 24, 2012
Embracing Change and Complexity Embracing Change and Complexity

Louis J. Taborda explains that in order to be successful, we need to be able to embrace both change and complexity while being agile. The more quickly we develop software and the greater the sophistication of the solutions we build, the more difficult it is to maintain agility.
Louis Taborda
April 19, 2012

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