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The Problems with Overachievers on Agile Teams Using an amusing medieval tale with a modern twist, Andrew Fuqua and Charles Suscheck tackle the dilemma of dealing with problematic overachievers in your agile team. |
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We Cannot Choose Between Management and Leadership I subscribe to a number of services that look for pithy quotes from Big Names, authors, and other people who are looking for publicity. I saw one about moving from manager to leader. |
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Survival Rules and the Lamp Lighter By understanding the context in which their existing practices were meant to work, teams new to agile can more easily decide which of those practices still make sense and which are simply security blankets. |
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Malware is Gone and All is Well I’ve had a confusing couple of weeks. First, a nice gentleman who was considering my job search book (in beta) told me he was seeing potential virus notifications on Hiring Technical People. Well, that seemed strange. But, then another colleague who’d participated in my Peer Project Portfolio Coaching also saw the notifications. |
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The Skeptical Tester Testers are people who ask questions, think critically about the answers, and then ask more questions—repeatedly. Fiona Charles reminds testers that their success depends on maintaining a healthy skepticism. |
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How Does the Manager’s Role Change in Agile? Coming from a waterfall background, Brad Egeland found himself questioning the role of the manager on an agile project. What he learned at an agile conference helped him find some answers. |
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Pivot, Pilot, and Adapt Anupam Kundu and Maneesh Subherwal explain how to operate in a global, hyper-competitive world while avoiding risk-laden experiments and other "stupid" strategies. |
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Management Myth #4: I Don't Need One-on-Ones One-on-ones aren’t for status reports. They aren’t just for knowing all the projects. They are for feedback and coaching, and meta-feedback and meta-coaching, and for fine-tuning the organization. If you are a manager and you aren’t using one-on-ones, you are not using the most important management tool you have. |
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Why Does Management Care About Velocity? I’ve been talking to people whose management cares about their velocity. “My management wants us to double our velocity.” Or, “My management wants us to do more in a sprint.” Or, “My management wants to know when we will be a hyper-performing team, so they want to know when we will get 12x velocity like Scrum promised.” But let’s understand what management really wants. |
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Good Architecture, Good Leadership Software architects have the unique ability to provide leadership using skills gained in this role. Drawing on Kouzes and Posner's The Leadership Challenge, Patrick Bailey examines five practices that can be leveraged by the aspiring architect-as-leader. |
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