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How Security Measures Have Impacted Project Managers While we all know that security is a significant concern, what’s surprising is how much more complex security requirements for large systems have become. Payson Hall details how increased security measures have changed the way project managers are working. |
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Seven Tips for Virtual Requirements Meetings Increasingly, projects teams are dispersed and may be working not only in different cities but potentially in different countries, continents, and time zones. Adrian Reed offers seven tips to help overcome challenges when facilitating virtual requirements elicitation sessions for a dispersed team. |
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Are You Addicted to Twitter? The number of people becoming addicted to Twitter is so prevalent that researchers have coined the name social media addiction disorder. Naomi Karten looks at the criteria used to determine whether or not you are addicted to this ever-present social media platform. |
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Eight Flubs and Flaws to Avoid When Presenting a Web Seminar So many web seminars, so little time. Yet as relevant and high content as many web seminars are, some are more professionally presented than others. If you present web seminars, or hope to some day, here are eight annoying flubs and flaws—and how to avoid them. |
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Using the A3 Management Process for Collaboration Sameh Zeid explores the A3 management process, which is used to implement lean thinking principles for problem solving and continuous improvement. The collaborative approach of the A3 process encourages teams to self-organize in order to determine what works. |
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Hindsight Bias and the US Presidential Election Now that the US presidential election is over, how certain were you that you knew what the outcome would be? Your answer may suggest that you’re a victim of hindsight bias, which is sometimes known as the “I knew it all along” bias. |
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Confirmation Bias: The Most Human of Tendencies Confirmation bias is the tendency to notice evidence that supports our beliefs, preconceptions, and hypotheses, and to miss, ignore, or dismiss evidence that contradicts them. Instead of trying to falsify a hypothesis, we tend to try to confirm it. It’s a human thing to do. |
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Why Some Teams Don’t Work There are teams that work well, and other teams that are so ineffective, merely being dysfunctional would be a step in the right direction. Naomi Karten explains the reasons why some teams don't work. The solution isn’t to dispense with teams but to figure out what makes them function effectively. |
