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Managers Are Still Good for Self-Organizing Agile Teams When teams self-organize to deliver software and solve problems, they can be more robust, effective, and directed. But this begs the question: If agile teams self-organize, do they really need managers? Yes, they do. Managers help create conditions that help teams thrive. Read on to find out how. |
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Let’s Stop Discussing Post-Agile: We Still Can’t Agree on Agile Some people in the software world feel that agile focuses too much on problems of the past. These people have moved on to what's being called post-agile, which shakes up the process. Johanna Rothman, however, thinks they're getting ahead of themselves—first, we need to keep working to achieve agile. |
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Traits of a Successful Tester That Will Never Change The role of the software tester has been subject to a lot of change in recent years. Some traits that used to make a tester successful are no longer as relevant, and some new traits have been added. But there is a set that will never change—these characteristics are great for a tester in any age. |
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Creating High-Performance, Cross-Functional DevOps Teams DevOps provides strategies to automate and streamline your application build, package, and deployment. Excellent tools and technology are imperative, but even more essential is leading your team to work together effectively. Read on to learn what makes a high-performance, cross-functional team. |
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What You Should Do When Someone Pushes Your Buttons Everybody gets angry once in a while. That, by itself, is no big deal. It's when you respond in a way that's out of proportion to the circumstances that anger becomes a problem—and in the workplace, there can be big consequences. The next time someone pushes your buttons, read this first. |
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“So, How’s It Going?” Thoughts on Reporting Project Progress People near the top of your org chart often want project status updates to be short and sweet. But oversimplified measures risk miscommunication. Be thoughtful when someone asks, “So, how’s it going?” If you summarize too much, you can lose context, and these managers may feel misled later. |
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How to Plan for Your Goals—and Then Reach Them Chances are good that by now, you've already given up on your New Year's resolution—or at least aren't quite where you want to be with it. How can you turn it around? Achieving your goals often depends on the way you map out how you plan on getting there in the first place. Read on for some advice. |
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The Abstraction Problem As technical people, when we give too much information in a project status meeting, we can overwhelm managers. Worse, if we don’t answer the implied question ("When is this thing going to be done?"), the managers will get answers elsewhere. Read on for ideas to get you speaking the same language. |
