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AgileConnection Update: Transitions, Distributed Teams, and Managers Johanna Rothman, technical editor of AgileConnection, highlights some of the content that's being published on the site, including articles about using certain agile practices on an otherwise traditional project, the challenges of distributed teams, and another myth for misguided managers. |
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Six Focus Areas for Effective Test Management For a test manager to be effective, Mukesh Sharma says six important areas must come together: domain focus, test expertise, leadership style, management practices, proactivity quotient, and communication protocols. Read on to learn how to become a well-rounded test manager in these areas. |
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The Ambiguous Sounds of Silence: Why You Should Ask for Input Silence may not be golden when members of a team are trying to reach agreement, resolve an issue, or make a decision. In this setting, silence is often taken to mean that those who haven’t voiced an opinion approve of the matter under discussion—yet they may very well not. You should make sure. |
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Signs of an Ineffective Project Manager Ineffective project managers take many forms. Sometimes the PM simply lacks the knowledge or training to do what the job calls for. Sometimes he is eager to please, so he gives ambitious timelines or says yes to every client request. But then, some PMs are just bad. Learn to recognize some signs. |
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What to Do When You Really Want to Encourage People to Ask Questions It’s simple, really. The thing to do when you encourage people to ask questions is give them a chance to ask their questions. But sometimes when people are eager to share information, they unintentionally stifle communication. If you truly welcome questions, make your behavior support your intent. |
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Coping with Uncertainty People tend to be more content knowing the worst-case scenario than facing the uncertainty of not knowing. But change—which organizations face nearly nonstop—is fairly synonymous with uncertainty and is a major stress trigger for many people. Here's how to cope with almost-certain uncertainty. |
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Stop Making the Same Mistakes We keep changing the names of the development processes we use, but we do not fix the fundamental error they all suffer from: the failure to set a date and control the scope of the project—including proper estimation of testing efforts. Customers and IT must work together to truly be successful. |
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Tips for Improving Your Geographically Distributed Agile Team Many people on agile teams have at least one person who is not collocated. Those on collocated teams indicate that more of their projects are successful; those on far-located teams have the highest number of challenged projects. What can you do if you're part of a geographically distributed team? |
