In his recent blog Bob Marshall suggests that heroic managers must overcome the traditional analytic mindset in order to transition to a more effective organizational mindset. To do that part of their focus must be on people.
Bob Marshall is a specialist in organisational therapy who describes himself as “the flowchainsensei who sees things differently”.
Several companies including Oracle, Rackspace, Red Hat and CloudBees have proposed an API for PaaS application management. The API allows developers to manage applications within and across various PaaS that will implement the specification without having any knowledge of the underlying cloud infrastructure.
In a series of blog posts Johanna Rothman speaks up against the common view of leader and manager roles. She argues that management without leadership can not be successful.
A series of recent articles by Steve Denning on Forbes have highlighted the challenges that the Agile community faces to get acceptance by mainstream management.
Continuing the series of news items investigating the recent Stoos Network launch event, Shane Hastie spoke with Roy Osherove and Franz Röösli about their experiences at the event, their ideas coming out of it and ways to help make a change in management practices going forward.
Continuing the series of interviews with Stoos Network Event participants, Shane Hastie spoke to Catherine Louis and Deborah Hartmann Preuss about their experiences at the event and their hopes and expectations for the future of the Stoos Network. The Stoos Network aims to encourage shift in organisational management from traditional hierarchical leadership toward more collaborative approaches.
Following on from the Stoos Network event held in early January, InfoQ has been talking to some of the organizers and participants. This items is a conversation with Jurgen Appelo author of Management 3.0 and one of the organizers of the event.
At the Stoos Network event in Switzerland last week a call was made to re-examine the way leadership works and how organisations are governed. Responding to the "bit of a mess" evidenced by the current economic crisis, increased inequity, bankruptcies and widespread disillusionment. This is the first in a series of news items and interviews with the participants exploring their work.
Whether to use waterfall or agile methods should be determined by how well known the problem and solution are. That is the assessment from David J Blant, owner of Scrumology.
Steve Denning gave two talks at the Agile 2011 conference in Salt Lake City, both focusing on moving organisations to "21st Century Management" and showing how Agile principles support and enable this change. He maintains that management is in need of an overhaul and that the takeup of Agile approaches helps organisations to make these changes, but Agile alone is not enough.
The debate over the value of Earned Value Management (EVM) and integrating it into agile rages heavy as agile penetrates into more large scale IT projects that require EVM. Opinions vary but some believe that not only can agile projects apply EVM; EVM with agile is better than EVM without agile.
Consultant and author Gerald M. Weinberg has been in the computer industry for over 50 years; he raises concerns about the seemingly inevitable hype cycle associated with new techniques and how the industry so seldom seems to learn from previous cycles. In a similar vein Elisabeth Hendrickson recently blogged about the impact of "fake agile". They also provide some advice on how to improve.
Some argue that MySpace has lost ground to Facebook because of their technology – Microsoft stack – and due to lack of enough talent in Los Angeles, while others opine that it is management’s fault and the departure of many people when the company was acquired by News Corp. in 2006.
Good measurements support good management. So what metrics should be sent up through the management chain so management can best support Agile software development processes?
Trying to Sell Scrum to Management? Failing and wondering why? This often happens in the days after someone returns from a CSM course ready to help change the world.