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Management Myth #19: Management Doesn’t Look Difficult From the Outside, So It Must Be Easy 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. |
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Your Start Affects Your Finish: A Butterfly Effect in Software Development Outsourcing Serhiy Haziyev and Halyna Semenova explain that your start affects your finish. A small but significant detail missed at the beginning of a project may multiply and eventually lead to missed schedules, failed expectations, and mutual dissatisfaction. You need to remember to invest in a preparation phase when outsourcing a project to a third-party organization. |
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Twenty-One Tips to Be an Effective Leader Payson Hall writes that effective leadership boils down to a few common sense principles. In this article, he assembles twenty-one tips toward becoming (and remaining) an effective leader. Some of the tips include prioritizing, being transparent, and allowing honest mistakes. |
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Are You Too Obsessed with Objectivity in Quality? Objectivity is undoubtedly important when striving for quality. But it is possible to focus too much on the numbers and not enough on collecting data that will actually help you ship a high-quality product. These nine practices can help you devise an objective quality strategy that is actually useful to you and your team. |
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Management Myth #18: I Can Move People Like Chess Pieces 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. |
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Dare to Say Stop! 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. |
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Combating Learned Complacency to Reduce Systems Glitches Leslie Sachs writes on how employees in many companies have essentially learned to no longer raise their concerns because there is no one willing to listen, and—even worse—they may have suffered consequences in the past for being the bearer of bad tidings. Leslie refers to this phenomenon as learned complacency. |
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Risk Management in Hindsight: A Simple Tool for Focused Problem Solving in a Project Retrospective Quality improvement initiatives sometimes have trouble getting traction in organizations because of the perceived formality. In this article, Payson proposes a technique for identifying process improvement that is fast, organic, and will fly under the radar of most skeptics until it has demonstrated its value to the team. |
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Management Myth 17: I Must Solve the Team’s Problem for Them 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. |
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Deliver Value; Don’t Measure Efficiency Kent McDonald explains why concentrating too much on efficiency metrics can take you away from delivering value. A focus on value—truly seeking to solve your stakeholder's problems—will lead to the best outcome for the stakeholders. |
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