Related Content
 |
When Can You Honestly Call Yourself Agile? If you're working more iteratively and incrementally and things are better for your team and your customers, can you call yourself agile? As long as you're improving, does it really matter what you call yourself? Johanna Rothman says yes. Unless you're following the Agile Manifesto, you aren't truly agile. |
|
 |
Balancing Culture Fit with Diversity: Hiring for Success Company culture is important, but you shouldn't base hiring decisions solely on how well someone seems he'll fit in. This leads to conformity and a fragile organization. To increase diversity, consider people who may not at first appear to be a cultural fit, but who could be valuable additions to your team. |
|
 |
Overcoming the Real Fears behind Behavior-Driven Development Behavior-driven development can bring many benefits to software delivery. But while many companies focus on customizing frameworks, tools can only achieve as much as the people and organizations behind them. You also have to consider the individual roles and personalities of your developers and testers. |
|
 |
The Secret Life of Team Leads Engineering an environment that helps teams do their best work can be difficult. When the team works well, it can deliver better, and helping teams deliver more effectively is what being a team lead is all about. However, this role also comes with some responsibilities and challenges that aren't always clear. |
|
 |
Language Differences and the Challenge of Communication Miscommunication happens all the time in our collocated teams, so you can imagine how much it happens when we communicate across international boundaries with people for whom English is not a first language. By understanding language differences, you'll have a better chance of communicating effectively. |
|
 |
The Merits of a Collaborative Manual and Automation Test Team In many organizations, the manual and automated test teams are separate. But the most successful test teams integrate manual and automation resources into a single, cohesive team. This allows them to fill in any gaps in the test case steps and to develop a more informed automation strategy. |
|
 |
Expanded Schedules Pose Project Management Risks, Too We're all aware of the risks from projects that have overly aggressive schedules. But projects with leisurely schedules have risks, too. Extending a timeframe is supposed to give you more time to create quality products, but it can also lead to procrastination, changing teams and expectations, and more. |
|
 |
Benefits of Riding the Bleeding Edge of Software Acting as an early adopter isn’t inherently bad—if you look at this from a business context, it’d be like investing in a promising startup and hoping to double or even triple your money over time. But what’s critical here is avoiding pushing all your chips into the middle of the table early on. |
