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Agile Development Teams: Plan or Be Planned For Steve Vaughn writes that if your team is not planning for future releases, someone else will plan them for you. Teams must embrace the fact that strategic planning will happen and take ownership of the process. |
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Good Project Managers Don't Move Employees Like Chess Pieces When you move people from project to project before they've finished their work, you deny them the opportunity to learn domain expertise. You want to leave people to finish projects, learn the product, and create solid teams. Good managers don't move employees like chess pieces. |
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For Agile Program Iterations, Short Is Beautiful For programs, the risks are too high to have longer times between integration points and demos. Waiting too long increases potential delays, which increases risks. You want feature teams in your program working together, so you want short iterations and small stories connecting often and everywhere. |
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What It Takes to Excel as a Project Manager It’s a tough job being a project manager. You need to view problems as challenges, look for the reasons behind requests and actions, think in details while not losing sight of the big picture, and give team members feedback. But for those who take to it, it can be an immensely exciting position. |
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What Team Members Get Wrong with Retrospectives Venkatesh Krishnamurthy explains some common misconceptions with retrospectives. Having a rigid mindset and believing that teams should only do retrospectives at the end of an iteration or raise issues only during standup meetings reduce agility and result in process-oriented thinking. |
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Think Test Offshoring Is Automatically Less Expensive? Think Again Why does senior management split developers and testers? Because they do not realize that software is about collaboration. Success happens when you hire feature teams in one location. When CIOs are under pressure to reduce budget and release faster, they think offshoring—but that has other costs. |
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Why Is Configuration Management Important? Joe Townsend explains configuration management's importance to an organization. As CM managers, we can sometimes get so deep into the details of what we do that we struggle to answer the simple questions for our user base. |
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Coach New Project Team Members to Succeed Managers need to conduct one-on-ones, and it's especially important with new people. Managers might not need to perform the on-the-job coaching, but they need to make sure the coaching gets done by someone. Otherwise, new hires are not going to perform at the levels they should—or could. |
