Articles
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Coach New People to Success Johanna Rothman describes a hectic situation involving having to deal with four people and four different projects. The folks involved are in over their heads and Johanna can't even tell if these people are qualified for their job. |
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A Long View of the "Short" Technology Career The prevailing wisdom is that software careers are short. Matthew Heusser suggests an alternative perspective—that the short life of a tech career creates additional options and, toward the end, may even be worth letting go of. |
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From One Expert to Another: Joe Strazzere Joe Strazzere is a longtime software tester and test manager, blogger, an active member of the online testing community, a sports fan, and a recent grandparent. Here, Alan Page chats with Joe about his love of testing, his career in test, and his philosophies of test management. |
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What You Ignore Can Hurt Your Project What you don't know may hurt you, but so can what you ignore. Peter Harris explains how to find and prevent big problems on any kind of project as well as showing how you can fix many of your worst problems before they materialize. |
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Management Myth #9: We Have No Time for Training It’s never easy to schedule training, but you must if you want the people you manage to learn a new language, tool, or skill. Johanna offers some tips for making time and capitalizing on curiosity. |
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Measuring and Rewarding at the Magic Factory The trouble cauldron is bubbling over at the Magic Factory, so the chief magic officer consults his crystal ball. But, is the ball's advice as simple as it appears to be? |
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Management Myth #8: I Can Still Do Significant Technical Work The temptation can be incredibly strong for managers—especially new ones—to step in when a technical problem arises. But, that isn’t a very good show of faith in one’s team members. Johanna Rothman writes that as a manager, you have to delegate a problem and leave it delegated. |
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Changing Iteration Contents Mid-Sprint Johanna Rothman writes on how she facilitated a project management clinic in which she overheard this statement: "We have a product owner who persists in changing the contents of the sprint during the sprint. This is difficult for us. It costs us to change the content." To Johanna, this is a huge pain and it is similar to multitasking. |
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Testing Tradeoffs and Project Risk: A Case Study Between extreme opinions of what is testing “overkill” and what is “essential,” there sometimes exists a reasonable middle path. In this field report, Payson identifies an example of risk mitigation and the evolution of the analysis that brought him there. |
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Management Myth #7: I Am too Valuable to Take a Vacation There's a common myth among managers—that they are the only drivers and decision makers for their teams and, therefore, can't take time off. In reality, regardless of the team or workgroup you manage, your team makes decisions without you all the time. |
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