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Q&A with Gerald Weinberg on The Influence of Individual Moods on Team Working

by Ben Linders on  Dec 11, 2014

InfoQ is researching the factors that influence the mood of teams. As team mood is an aggregation of the individual moods of team members, understanding the individual mood and how it influences team working can help to learn more about team moods. InfoQ interviewed Gerald Weinberg about individual and team mood, influencing the mood of individuals and discussing moods in teams.

DevOps Days Amsterdam Day 1 Focused on Continuous Delivery and DevOps Culture

by Manuel Pais on  Jun 15, 2013

The first day of DevOps Days Amsterdam had its focus split between continuous delivery and promoting a DevOps culture. Talks focused on how to automate the deployment pipeline but also system recovery in case of failure. On the culture side leveraging distinct personality types to successfully introduce changes and the positive impact of strong company culture on hiring were some of the takeaways.

Interview: Linda Rising: Prejudices Can Alter Team Work

by Abel Avram on  Oct 27, 2008 1

In this interview filmed during Agile 2008, following the presentation "Who Do You Trust?", Linda Rising shows how prejudices can affect the relationships between team members. According to Linda, we all have a tendency to categorize others based on characteristics like race, religion, sex, but also based on more trivial characteristics, and many times we are not even aware we are doing it.

Agility Means Truthfulness

by Mike Bria on  Oct 15, 2008 8

Talk about agile can often tend toward the tangible things that people do day-to-day, toward the "process of agile", but true agility is really less about process and more about principle. Travis Birch presents his perspective about some of these more intangible aspects of agile, namely "truthfulness".

Article: "Who Do You Trust?" by Linda Rising

by Abel Avram on  Sep 23, 2008 1

During Agile 2008, Dr. Linda Rising held a presentation centered on experiments conducted many years ago, presenting how deep, powerfully affecting, and difficult to avoid are human “prejudices” and “stereotypes” as seen from the perspective of psychology and cognitive science. The article, written by Tsutomu Yasui, is a summary of that presentation.

Renowned Orchestra Embraces Scrum-like Practices

by Chris Sims on  Jul 21, 2008 3

A Scrum team has no designated leader; the team is expected to self-organize. Similarly, one of the world's most renowned orchestras has dispensed entirely with the role of conductor in favor of a process where leadership is shared and decisions are made by the team. Along the way, they have learned lessons and ways of working together that any Scrum team can benefit from.

How to Evaluate a Good Fit for XP?

by Vikas Hazrati on  Jul 15, 2008 3

XP might not be for everyone. An interesting discussion on the Extreme Programming group, tries to find the factors, on which, an individual should be evaluated, to determine, whether he is fit to be on an XP team.

Truthfulness - an Agile Value?

by Amr Elssamadisy on  Jul 14, 2008 11

Declan Whelan wrote a thought-provoking blog citing an idea he learned from Mishkin Berteig about an (unspoken) principle behind successful Agile teams: truthfulness. The idea is simple: without individuals being honest and open, most agile practices will not work.

Voting Someone Off the Island on an Agile Team

by Vikas Hazrati on  Jun 26, 2008 21

On Agile teams there is a definite possibility of having a team member who is not a good fit. Members of the Agile community discuss the reasons and possible ways of voting someone off the island.

Interview with Joseph Pelrine: Agile Works. But HOW?

by Deborah Hartmann Preuss on  Apr 14, 2008

Joseph Pelrine has come full circle: from university studies in Psychology, journeying through SmallTalk, XP and Scrum, and now back to broader questions: Why and how does Agile work? In this interview, Joseph talked about Complexity Science, and how story-telling, "sense-making," network analysis and speed-dating's gut-feel approach may prove more useful than our old toolkits for managing teams.

Managers: Help your Teams Learn Communication Skills

by Deborah Hartmann Preuss on  Mar 31, 2008 2

The Agile “self organising team” paradigm requires that team members develop strong interpersonal skills. Now management gains an important role in helping teams learn new ways to communicate and collaborate. This article proposes some strategies for imparting new skills without crushing a team’s growing self-organization, and suggests some sources of helpful material for developing new skills.

InfoQ Video: Practices of an Agile Developer

by Deborah Hartmann Preuss on  Mar 31, 2008 3

At NFJS Venkat Subramaniam, co-author with Andy Hunt of "Practices of an Agile Developer," shared his pragmatic approach to some of the important technical and non-technical factors contributing to project success, including: coding, developer attitude, debugging, mentoring and feedback.

Charming the Army: the Power of Delivery

by Deborah Hartmann Preuss on  Dec 31, 2007

Here is a story about Agile's use in a governmental organisation: at the 2006 APLN Leadership Summit Mark Salamango and John Cunningham looked at the problems and opportunities of introducing Agile in Army environments. True Agile practices cannot be 'commanded' or 'directed’ but frequent delivery offers Agile leaders a "soft" kind of power that is, in fact, very effective.

I'm Not Sure What You Heard is What I Thought I Said

by Deborah Hartmann Preuss on  Dec 24, 2007 4

Are family celebrations a challenge? You get together to catch up and swap stories, and invariably something gets "taken the wrong way." It's not restricted to families is it? So it's not surprising that the Satir Communication Model jumped the fence from family therapy to team building! J.B. Rainsberger uses an amusing Christmas-at-Walmart anecdote to illustrate its use.

Can architecture create a gap between developers and software they build?

by Sadek Drobi on  Dec 14, 2007 16

Many software project management and architecture approaches tend to parcel out work on a project in a way to create hierarchical layers. This helps simplify both developers’ work and management. However, the underlying information shielding among layers can potentially create a gap between developers and the software they are building, if their tasks are totally taken out of functional context.

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