29 pages tagged with "management"

Waterfall is like following a straight path where you move from one step to the next in a defined order — like water flowing down a waterfall through different stages.

The problem is that each step can take a lot of time and resources to complete. Plus, you don’t get feedback until the entire stage is finished, which can lead to a lot of wasted time. This is especially tricky in software development, where things are always changing and evolving.

Dozens of documents and spreadsheets, meetings over meetings, and yet without much impact, result in team misalignments—realized too late.

How we manage an organization defines its quality. Excellent management is crucial to avoid the Waterfall trap if we aim to build an Agile environment. But why would we want that? What’s wrong with the way we already work?

An unhealthy working environment can have various symptoms that negatively impact employees’ physical and mental well-being.

The Peter principle states that a person who is competent at their job will earn a promotion to a position that requires different skills. If the promoted person lacks the skills required for the new role, they will be incompetent at the new level, and will not be promoted again.

Leadership is not a synonym for management, it has nothing to do with titles or personal attributes. So, what is it? How can we become leaders? And most importantly, why?

A triangle of time, quality and cost. it’s an indicator that these three parameters are interconnected. You can fix one or two of them, but not three.

The term was coined as a metaphor to illuminate Parkinson’s Law of triviality.

People within an organization typically give disproportionate weight to trivial issues.

Dunbar’s number is a suggested cognitive limit to the number of people with whom one can maintain stable social relationships, in which an individual knows who each person is and how each person relates to every other person.

Team Topologies focuses on how to set up dynamic team structures and interaction modes that can help teams adapt quickly to new conditions, and achieve fast and safe software delivery.

This book is a leadership fable about a tech company that is struggling to get more customers. The C level is not working as a team, and they have a hard time coming to any agreements which result in negative morale. Until the new CEO, Catherine Petersen, joins the team, and she is able to recognize the problems and help the team overcome them by understanding the situation.

A great compilation of all topics that are important for management: 1:1s, performance reviews, hiring and laying off, workplace politics, remote work, and others.

The book is divided into 3 parts: the first part covers things a new manager should know, the second and third parts go into topics that all managers should master.

Software development is about people: when, how and where they can best work together. Not about programming languages or tools. Not about fast computers, networks or internet access.

Soft skills are truly important in IT, more than people tend to think.

The book Who moved my cheese? presents a tale inside the main story that consists of 4 characters: two mice, Sniff and Scurry, and two little persons, Hem and Haw.

This book presents a tale inside the main story that consists of 4 characters: two mice, Sniff and Scurry, and two little persons, Hem and Haw.

The tale is a beautiful metaphor of the different attitudes that people adopt as part of their identity in life when they have to confront any change.