Some organizations decide they can just “install” agile by simply telling the technical team members what to do. It never occurred to the managers that much of what makes agile successful is the organizational culture. It's important to recognize that agile is something you work toward—with the whole team.

If you feel like you are getting stretched too thin at this time of year and just have too much to accomplish, Johanna Rothman understands. She has some suggestions that help her get back on track, including prioritizing the big things first, taking breaks, and not letting yourself stay stuck.

Have you ever felt tricked by a job you thought would be a treat? Or have you had a job that was once a treat but turned into a trick because you kept doing it year in, year out? Don't get spooked. Johanna Rothman has some tips about what you can do to turn your job into a treat once more.

There are several problems with basing a knowledge worker's pay on a bonus. In a team-based organization, management often doesn't know who did exactly what work; people concentrate on their own objectives rather than working together; and whether some targets are hit depends on too many factors.

Many managers seem to be in the wrong position. They don’t know or don’t care about management, and that leads them to do crazy things. It’s OK to be an unseasoned manager. Everyone starts somewhere. But you must be willing to ask for help and not think you have all the answers. Read on for advice.

Some people are confused by the word handoff. They think it means people have not done their jobs and other people had to cover for them. Sometimes that happens, but usually it's more like when one chef cooks his part of the meal, then hands off the plate to the next chef to finish the dish.