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Four Truths Every Manager Should Learn Many managers seem to be in the wrong position. They don’t know or don’t care about management, and that leads them to do crazy things. It’s OK to be an unseasoned manager. Everyone starts somewhere. But you must be willing to ask for help and not think you have all the answers. Read on for advice. |
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Understand Your Teams' Concerns about Moving to Continuous Integration How do you help your teams bring the entire product together on a periodic basis, regardless of their technical practices? Continuous integration is a real problem for a number of reasons. But you can’t solve the problems you don’t know about, so ask for the impediments first. You may be surprised. |
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Don't Just Work Longer—Work Smarter People who work long hours assume they're also working hard—but that doesn't mean they're working smart. If you have a lot to do, you want to work smart—not just work a lot. How do you discover how much time spent working makes you the most productive? Run this experiment and gather some data. |
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Why Being a Good Problem Solver Means You Really Know Your Problem Many people on agile teams are good problem solvers. However, we often attempt to solve problems before we are ready. We forget to take a step back to make sure we fully understand the problem, and doing so can lead to less than optimal solutions. |
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How to Avoid or Remedy Technical Debt Many people have experienced monetary debt in their lives, and although technical debt isn't quite the same, it can be just as harmful. With technical debt, you aren't borrowing chunks of code with the promise to pay it back. Read more to learn about technical debt and how you can avoid and fix it. |
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Handoffs Aren't Bad—Just Think of Cooks in the Kitchen Some people are confused by the word handoff. They think it means people have not done their jobs and other people had to cover for them. Sometimes that happens, but usually it's more like when one chef cooks his part of the meal, then hands off the plate to the next chef to finish the dish. |
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How Many People Should You Manage? As a manager, you should be providing a learning environment, coaching when it's wanted, and building trusting relationships. You should dedicate yourself to the employees, and you need time to meet with them often. This can be hard to do if you're managing too many people. What's the right number? |
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Optimism Bias: What It Means for You and Your Business The idea behind the optimism bias is that people estimate their odds of a positive outcome as higher than average but their odds of a negative outcome as lower than average. This can be dangerous when forecasting the outcomes of risky projects. Learn to temper your optimism to avoid miscalculations. |
