Also see other articles on this topic: Powerpoint presentation Bruce Tuckman’s 2001 article on this subject

I believe teams go through the stages called out by Bruce Tuckman. As a manager/leader, it is important to understand what stage your team is . . . → Read More: Team Development – Forming, Storming, Norming, Performing, Adjourning]]> Article: Team Development – Forming, Storming, Norming, Performing, Adjourning (Bruce W. Tuckman 1965)

Also see other articles on this topic:
Powerpoint presentation
Bruce Tuckman’s 2001 article on this subject

I believe teams go through the stages called out by Bruce Tuckman. As a manager/leader, it is important to understand what stage your team is in, and why you, as the leader should be doing to move the team forward in their development. A “must-do” for all team leaders, because you owe it to the team and to yourself to do everything within your power to move teams to the norming and performing stages. I’ve seen too many managers leave their team in “storming-limbo”.

This is a timeless article that is simple to implement, yet has the power to 1) free up the managers time, and 2) empowers the team.

My observation is that the majority of software companies have moved to full or partial Agile implementations within their development organization. There are challenges with Agile, and it is no panacea, but in my opinion, it is the *primary* method that should be used within modern software development . . . → Read More: Agile (SCRUM)]]> Articles

• Agile Manifesto
• Wikipedia description

My observation is that the majority of software companies have moved to full or partial Agile implementations within their development organization. There are challenges with Agile, and it is no panacea, but in my opinion, it is the *primary* method that should be used within modern software development environments

A great book for managing both personal life and professional career. However, there are several key messages in this book that play directly into management or leadership of software projects. Key points; You are in charge of where you spent your time. . . . → Read More: The 7 Habits of Highly Effective People]]> Book : The 7 Habits of Highly Effective People (Stephen R. Covey)

A great book for managing both personal life and professional career. However, there are several key messages in this book that play directly into management or leadership of software projects. Key points; You are in charge of where you spent your time. You must have a goal in mind before you spend that time. Reaching that goal *is* your primary role. You spend time day-to-day on reaching that goal. “Quadrant I” is the heart of effective time management. Only quadrant II tasks moves you towards your goals. You must actively subordinate all non-Quadrant II tasks. Do “First things first”.

Written as a fairy tale, and a quick read, this has to be one of the best management books around. Simple concepts on how to motivate and empower you team. Easy to apply. Powerful results.

Gets to the root of how project schedules should be created and managed;  80% confidence estimates are generally 3x longer than 50% estimates. “Student Syndrome” guarantees that projects only lengthen, never shorten. When ‘n’ tasks are done by an individual, the buffer is added to the end. When . . . → Read More: Critical Chain]]> Book: Critical Chain (Eliyahu M. Goldratt)

Gets to the root of how project schedules should be created and managed;  80% confidence estimates are generally 3x longer than 50% estimates. “Student Syndrome” guarantees that projects only lengthen, never shorten. When ‘n’ tasks are done by an individual, the buffer is added to the end. When the same ‘n’ tasks are handled by a team, then each person cumulatively adds their own buffer. Manage tasks using the 50% confidence estimates. Take the excess buffer and put at the end of the project critical path so that the end time is the same. Premise is that you will only use up a fraction of that buffer following the ‘Critical Chain’ concepts.

Primarily focused on how to improve a manufacturing environment, I find the principles directly apply to software development as soon as you get over thinking of software development as a manufacturing task and not a creative effort. “Productivity is maximizing the value of . . . → Read More: The Goal]]> Book: The Goal: A process of on-going improvement (Eliyahu M. Goldratt)

Primarily focused on how to improve a manufacturing environment, I find the principles directly apply to software development as soon as you get over thinking of software development as a manufacturing task and not a creative effort. “Productivity is maximizing the value of features produced (thru sales) while simultaneously reducing expense”.  Too much focus today is spent on optimizing local processes. Outlines how to go about finding the bottlenecks in your global processes, and thus increasing productivity.

A dry read at best, but fundamental to anyone thinking about software engineering development processes. I personally find all of CMMI too heavyweight, but some great minds have thought deeply about engineering processes and have codified this in . . . → Read More: CMMI]]> Book: CMMI: Guidelines for Process Integration and Product Improvement (Mary Beth Chrissis, Mike Konrad, Sandy Shrum)

A dry read at best, but fundamental to anyone thinking about software engineering development processes. I personally find all of CMMI too heavyweight, but some great minds have thought deeply about engineering processes and have codified this in the CMMI model.  You don’t have to invent anything new – just follow the actions they have called out. Whether you are using Waterfall, RUP, or Agile, they all map into the CMMI framework. What could be better!

A great time management book. Outlines techniques for effective time management through organization. We have all seen our ‘to-do’ list spill from our official medium (task lists?) and overflow into post-its, along the sides of other pieces of paper, or simply ignored/forgotten.