For myself, and for many of us, the first thing that goes through our mind after we wake up is: I haven't slept enough. And the second one is: I don't have enough time. It doesn't matter if it's true or false,the thought of not having enough pops into our head automatically, and we don't have enough time to question its accuracy or to examine it carefully. Even before getting out of bed, even before our feet touch the floor, we have the feeling that things aren't going as they should, that we are behind with something, that we are missing something. Moreover, in the evening, when we get back to bed, our mind is contemplating all the things we managed to achieve or didn't achieve on that day. We go to sleep under the weight of our thoughts and we wake up again thinking about what we are missing…' (Lynne Twist in her book The soul of money)
Adopting Scrum for managing software projects may still turn up to be a difficult endeavor in some industries, which have been relying for decades on traditional project management. This article describes our strategy for presenting Scrum's benefits - iterative and incremental software development, continuous delivery of value, adapting to change, and prioritization - to convince customers in various manufacturing industries to use this approach.
”Your mind is for having ideas - not for holding them!” In his book, "Getting Things Done", David Allen starts off from a simple premise - we could say that productivity is directly proportional to our ability to relax. When we feel overwhelmed by how much we have to do it’s difficult to focus on ensuring that life and work are moving in the direction you want to go. That's why it's important to plan our daily tasks before working on your big-picture life planning. I have thus discovered GTD – David Allen, a "bottom-up" approach to productivity. The goal is to establish a sense of comfort and control over the work that we have to do, to help us organize our daily tasks as much as possible, in order to have space to concentrate on our big goals.
How managing large projects differs from the projects that are spun up in general in IT companies. There are 5 angles that need to be considered when talking about different project sizes and we are going to dive in each of them. I will gladly share the challenges I've met while leading a large project for the first time. The project I refer to is a migration of 300 components to a new platform, which spans over 16 months, which involves 30+ development teams, and which costs >9 M.
24th of December 1914, the Western front during World War I - the German and the British troops vanquish one another in a bloody fight, suffering heavy losses on both sides. Suddenly, the German soldiers, who are hidden in trenches, hear Christian carols from the other side of the field and notice little lights that they soon recognize as candles for Christmas prayers. To the shock and awe of the British side, some of the bolder German soldiers cross the battle field and join in the singing and prayers. The German wish the British a Merry Christmas in English. They were unarmed and did not have any military intentions. The same troops that had hunted down one another, killing and hurting whomever, now shake hands and celebrate the birth of Jesus together, on the battle field.
The main focus in the IT recruitment process goes towards finding the people with the best technological (and abstract reasoning) skills. Rightfully so, these technical capabilities are THE necessary prerequisite for any good employment in our industry. At the same time, the big employers are also oriented, in their hiring strategy, towards searching and matching the best "characters" to a particular advertised position. This is understandable as the big companies are more stable than the start-ups, so the large organizations will invariably put more emphasis on long-time stability than on short-term outstanding results. That's why the corporate hiring staff usually has two main approaches.
Change represents the focal point of various studies, books, articles and conferences from all fields of inquiry. Undoubtedly, our personal and professional life is more dynamic than ever, being filled with unforeseeable challenges day by day. The world around us changes at a high rate as part of (mega)- and (mini) revolutions across several walks of life. Agile is also about change, more precisely about the changes that teams have to deal with. Agile values and principles focus on the benefits and speed of change. Agile represents a major change, both for the teams which want to implement a particular Agile methodology and for the ones which are constantly evolving.
BusinessDictionary.com gives us an extremely simple and comprehensive definition: feedback is the process through which the effect of an action is transmitted back (fed-back) with the scope of modifying future actions. In a work environment feedback can be formal, as part of the evaluation process, the objective being the alignment of behaviors and attitudes to the organizational standards of the company where we work, or informal, as one-off reactions to our daily activity (expressed directly or indirectly…). Nothing too complicated so far. But we are only human. And nothing is as simple as a dictionary definition when it’s about people because emotions always get involved. We’ll get to that a bit later.
You got that job you wanted: you are a software developer. Just got out of university, with big plans, moved or living in a big city with high prospects in the IT Industry. The world is yours and you. are. trending! There is a lot of hype around you and you know you are in the right place. Passion and coffee gets you up every morning as you devour this new field. Soon some years pass, you learn the methodologies, the process, the way of working. You share your project leaders’ opinions, learn from them, but soon develop your own. Some things they get right, other you can do better. More years pass, you start to develop new abilities that are now not so technology-oriented, but more people-oriented. You start to care about your team's health and your effort to do better is noticed by the company you work for. Soon, you find yourself in a formal or informal leader position and somehow have the satisfaction that you can help others.
What is a stereotype? A stereotype is a concept that puts a limit on reality. Stereotyping is represented as a negative paradigm, often present in the context of short-term decisions without a broad vision of the future. Corporations, generally those working in the IT field, have well-defined processes as a result of many years of analysis and testing of various techniques. Processes within a business are typically divided into three categories: primary, support, and management processes.