management
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Management Myth 26: It’s Fine to Micromanage Johanna Rothman explains the challenges and pitfalls of micromanagement. Sometimes, managers micromanage when they need information. In that case, it’s easier to create an information radiator rather than have the manager come running to you every thirty minutes. |
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Are You Quantifying Your Value with Test Metrics? On a fairly regular basis, test and QA management have to explain their value and role to their clients. Sanjay Zalavadia writes that in these situations you must choose metrics that provide insight into what you are doing instead of obscuring it. This will help tell your story in a compelling way. |
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How Positive Psychology Can Help Your Organization Positive psychology is providing a new focus on effective ways to ensure that teams exhibit the right behaviors in a group or organizational setting. Closely related to many agile and lean concepts, these emerging practices are helping teams to improve communication, collaborate, and emerge as highly effective groups. Leslie Sachs explains what positive psychology is all about and how to start using these practices in your organization. |
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Management Myth 23: You Can Manage Any Number of People as a Manager In her latest management myth piece, Johanna Rothman writes that your management position, first-line or not, is about building trusting relationships. If you start managing more than nine people, you are in danger of not being able to build those relationships. |
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Using Real Options to Decide When to Decide Kent McDonald writes on using the idea of real options in your everyday life, including your software projects. When you are faced with a decision, find out what your options are, find out when they no longer become options, and use the intervening time to uncover more information so that you can make an informed decision. |
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Implementing Agile in Fortune 1000 Companies David Thach and Rick Rene share what they have learned are the most effective and readily adoptable agile processes, as well as a few techniques to integrate hybrid waterfall approaches. Companies adopt an agile software development framework to become more effective and more efficient, not to become a model of purist agile utopia—which, if attempted, ironically can be immensely costly and detrimental to progress, if not disastrous. |
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How to Deal With Overly Agreeable People Dealing with overly agreeable people can be fraught with obstacles quite different than those usually associated with the stereotypical stubborn geek who seems unable to bend or compromise. This article will help you understand and deal with the unexpectedly challenging aspects that you may experience interacting with some agreeable people. |
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How to Rule a Self-Organizing Team Matthias Bohlen shares with us the importance of self organization. As a manager, you must set time or organizational boundaries that serve a purpose and let team members do what they think is appropriate and necessary within those boundaries. |
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Visualizing All the Work in Your Project Portfolio Regarding project portfolios, it can be a big problem for clients to see all the work. Some clients have multiple kinds of projects, so they want to show their work in a variety of ways. Johanna Rothman describes some helpful ways to display the work being done. |
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Taming the Turbulence of Change To truly reduce the turbulence of change, you may first need to simply accept that turbulence is coming, instead of trying to prevent it. By understanding that everyone responds differently to change, and allowing for a period of turbulence, you'll enable everyone to move more quickly past it. |
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