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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? |
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How Serving Is Your Leadership? Some managers don’t realize that they are not their titles. The value they should bring is the "plus": the management, plus their relationship with their peers, the people they manage, and the systems and environment they enable or create. If you're a manager, are you providing servant leadership? |
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Design Each Team’s Project to Optimize at the Program Level If you are part of a program, it’s not enough to design your project for your team. You have to consider the needs of the program, too. Each team needs to ask itself, “How do we deliver what the rest of the program needs, as the program needs it?” Aim to meet deliverables—not control your people. |
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Can You Build a Team through Team Games? Venkatesh Krishnamurthy asks: Can you build effective teams through games? Remember, team building is not a one-time thing—it is an ongoing exercise. It needs constant nourishment from the stakeholders and team members. |
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Playing Devil’s Advocate: Use Premortems for Your Project’s Success Most teams could benefit from having a devil’s advocate—someone who would help the team identify weaknesses in their thinking and seek changes that would prevent or minimize adverse outcomes. A project team can become its own devil’s advocate by using premortems before the project proceeds. |
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Let Your Teams Design Their Own Approaches to Agile If you are thinking of agile as part of a program, each team has to have its own approach to agile because each team has its own risks and problems. If you treat people as adults, explain the desired results, and provide training and other resources they need, they are likely to succeed. |
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Management Fads and How to Avoid Them When a new management fad comes along, it may sound great and gain rapid acceptance. Some organizations do succeed using a popular new concept—but sustaining it takes time, training, effort, money, and high-level support, and several of these are often lacking. Learn how to spot a fad in the making. |
