Issuing apologies is often deemed a natural gesture, but how should apologies be made so that they are more meaningful? Good apologies thrive on honesty about the feelings, show genuine concern, and demonstrate fitting behavior. Anuj Magazine examines some recent public apologies that made the news.
Agile teams often use estimation to plan projects. There are many different methods, and which you choose should depend on the type of work, what kind of deadline there is, and your team. Matt Heusser explains some estimating techniques that can expand your options when planning a work effort.
If you're bound and determined for your software project to fail, you're in luck: Naomi Karten has some advice for you. She'll tell you to set unclear objectives and unrealistic expectations, leave gaps in communication, and ensure a lack of resources and support. You'll be failing in no time!
No one can take full responsibility for another person's happiness. However, a manager can create an environment in which a team can thrive, and that leads to happy environments. Being a servant leader means you don’t micromanage; you manage for outcomes. Is team happiness part of your culture?
We estimate to make decisions and to give an answer to the question, "When will this be done?" But estimation has limits, and trying to estimate too precisely in an agile project is wasteful. By driving the backlog based on priority, you can better deliver what is valuable to the business.
Meetings are a crucial part of the communication process, but they endure a lot of ridicule. You can’t do away with them entirely—meetings are essential to an agile process like Scrum. Rather than avoiding all meetings, it’s better to work at making the times you meet with people more effective.
When teams self-organize to deliver software and solve problems, they can be more robust, effective, and directed. But this begs the question: If agile teams self-organize, do they really need managers? Yes, they do. Managers help create conditions that help teams thrive. Read on to find out how.
People near the top of your org chart often want project status updates to be short and sweet. But oversimplified measures risk miscommunication. Be thoughtful when someone asks, “So, how’s it going?” If you summarize too much, you can lose context, and these managers may feel misled later.
As technical people, when we give too much information in a project status meeting, we can overwhelm managers. Worse, if we don’t answer the implied question ("When is this thing going to be done?"), the managers will get answers elsewhere. Read on for ideas to get you speaking the same language.
What does a typical software project look like, and how has what’s “typical” changed over time? QSM segmented more than 10,000 completed IT projects and looked at several software development metrics for each ten-year time period.