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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. |
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Developers and Testers: How to Be a Good Follower Followership is the capacity of an individual to actively follow a leader. In an autocratic world, followership would mean "do as I say," but in information technology, which is more participative in nature, followership means much more than being a robot who just follows instructions. |
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Which Delivery Option Is Right for Your New Agile Program? With agile, you have delivery model options you didn’t have before. You can do continuous deployment or phased deployment, or stick with a traditional rollout. There is no hands-down best model. What you choose should depend on what your team and your customers need. Here's how to figure that out. |
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Do Agile Teams Really Need Managers? Steve Berczuk explores whether or not we really need managers in an agile team. Managers perform a variety of functions that are useful for self-organizing teams. The challenge is how to perform those functions effectively while keeping with the spirit of self-organization. |
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When Managing Multiple Teams, Think Networks—Not Hierarchies The more complex your program, the harder it is to communicate. But contrary to some management styles, the larger your program, the less you want a hierarchy. It's better to assemble networks of people equally responsible for their problems. Read on for tips on how to organize for multiple teams. |
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Lessons to Learn from AOL's Recent Firing Debacle A lot of people have heard of AOL, but they may not have known much about Tim Armstrong, the company’s CEO, until last week. Venkatesh Krishnamurthy explains the lessons to learn from Armstrong's public firing of an employee. |
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Why You Need to Take Technical Debt into Account Technical debt is a metaphor for the result of skipping design or the implementation steps in order to achieve a short-term goal. The next time you work with code, remember that changes may be more costly to make because of your prior decisions. You achieved something, but you incurred debt. |
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Four Steps to Managing Programs with Agile and Traditional Projects You are a program manager with some agile projects and some traditional projects in the midst of an agile transition. How do you manage the program? You have to help the traditional project managers work in some new and different ways. Here are four steps to help the adjustment go more smoothly. |
