When development teams adopt agile, product management is often caught off guard by the amount of work added to their already overflowing plate. Agile calls for new skills, and traditional staffing models do not typically accommodate the new product owner role. Given that most product managers are overworked, how can they manage these new activities to derive more value?
The new brain science (social neuroscience, positive psychology, and imaging techniques) give us tools for understanding and enhancing the ability of men and women to work together. Companies like Deloitte & Touche and IBM have seen financial results including increased retention of women by training their managers to use gender intelligence.
Agile, as per books does not talk of role of manager but talks of a coach/facilitator. This article first explains the role of project manager in general in any industry and then tries to map it with the role of coach/facilitator in Agile. During this discussion, the article also tries to widen the scope of being a coach/facilitator.
In this article, we propose a leadership and management framework that fits well with the current need for innovation and distributed decision-making. 3
This article explores the structural economic changes brought up by service orientation and how the concept of services and the reuse of services promise long lasting relief from the cost treadmill.
This article outlines 9 principles Marc Lammers discovered while building the world’s best field hockey team, mapping them to software development practices. 7
Developers and the business use numbers differently, leading to poor communication. Here the "Spirit of Agile" tells a developer the trick: translate non-computational issues into number language. 3
Agile introduces a new leadership role, the "Agile Coach." Is it just a new name for an old role, like Line Manager or Technical Lead? Coach Pat Kua paints a picture of the role in this primer.
The "self organising team" paradigm demands new skills of team members – people skills they may not already possess. Here are some strategies and resources leaders can use to impart these skills. 2
Michael Spayd tells us that both contractors & permanent employees can play a "consultant" role, and can use contracts to help create stellar results for clients while respecting their own values. 2
How long before a new team member is effective? In a Scrum, "I did (unintelligible) yesterday" offers them more questions than answers! Pat Kua suggests practices to reduce newcomer "setup time". 13
Based on traditional Earned Value Management (EVM) metrics, AgileEVM is adapted for an Agile PM context. It allows Agile and traditional projects to be tracked within a single program. 7