people management
Articles
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How Depersonalizing Work and Managing Flow Can Humanize the Workplace Using metrics such as cumulative flow to monitor throughput and quantitative thinking may not seem very humanistic, but by depersonalizing the work being done, we can focus our energies on solving actual problems instead of conducting a daily witch-hunt and shaming people into high performance. |
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Management Myth 28: I Can Standardize How Other People Work Johanna Rothman writes that organization-wide standards don’t help if management imposes them. If people ask for help with standards, then you can provide local help to each team. And if the teams are part of a program where you have one business objective common to multiple projects, make sure the program understands the problem. |
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QA Management: All Bark and No Bite? Mike Talks shares with us the unlikely story of how his pet German Shepherd inadvertently became his team's QA manager. Talks explains how his German Shepherd was able to gather people together and have them talk to each other, similiar to what a QA manager does—keeping people on task, handing out assignments, and following up with team members. |
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Management Myth 27: We Can Take Hiring Shortcuts Hiring is difficult to do well, Johanna Rothman writes in her latest management myth piece. Because everyone who is looking to hire has a job, they think they know how to hire. But it’s not easy. You want to hire the best people you can who fit the team and the organization. |
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How Pervasive Leadership Can Help You Manage Successful Projects Jean Richardson shares a story about how the idea of pervasive leadership can help you manage a successful project. In order to practice pervasive leadership, one must change one's mental model of "I" and "thou," act locally and think holistically, and enact empathetic stewardship. |
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Management Myth 26: It’s Fine to Micromanage Johanna Rothman explains the challenges and pitfalls of micromanagement. Sometimes, managers micromanage when they need information. In that case, it’s easier to create an information radiator rather than have the manager come running to you every thirty minutes. |
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How Positive Psychology Can Help Your Organization Positive psychology is providing a new focus on effective ways to ensure that teams exhibit the right behaviors in a group or organizational setting. Closely related to many agile and lean concepts, these emerging practices are helping teams to improve communication, collaborate, and emerge as highly effective groups. Leslie Sachs explains what positive psychology is all about and how to start using these practices in your organization. |
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Eat Your Veggies: Using Agile Methods to Focus on Healthy Habits Claire Moss shares with us a personal story on how using agile methods helped her family with managing meals and groceries. By using techniques like a Big Visible board, dinnertime for Moss’s family became less of a chore. Remember, nothing ever goes according to plan, but that's true for any healthy team. |
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What Position Do You Play? Micheleen Merritt explains that as an agile coach, you need to take into account all of the participants of a team, not just the developers. If you aren’t acknowledging the quality assurance analysts, business analysts, and product owners, you aren’t coaching the whole team. |
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Getting the Most Out of Your Geographically Distributed Agile Team Shane Hastie and Johanna Rothman explain the challenges that come with distance, be it cultural, social, linguistic, temporal, or geographic. If you work to reinforce your collaboration habits every day, your geographically distributed agile team will thank you. |
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