// Archives

Welcome to the Archives. Here you’ll find every article ever written, conveniently organized by the year and, somewhat more usefully, article category (a completely arbitrary taxonomy that is utterly clear to me, but probably somewhat obfuscated to everyone else).

2012: Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2011: Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2010: Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2009: Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2008: Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

  • Asides

  • “The key to a successful project is in the planning,” or is it?
  • 2011 Business and Technology Trends Seminar
  • Be human on your “about page”
  • Broken RSS feed is fixed!
  • Cohesive teams
  • Collabnet acquires Danube
  • First, care. Care intensely.
  • Getting paid: A talk by Mike Monteiro
  • Hiring for the culture
  • How big is cloud computing, really?
  • How to shift from survival mode to growth mode
  • In search of silver linings
  • Is being too wired destroying creativity?
  • It’s never a good time for training
  • Memory aids
  • Rational Scrum opens for business
  • Recommended reading
  • Rocket science made easy
  • Scrum and Agile becoming widely accepted
  • Scrum versus Kanban
  • Scrum workshop
  • Should Training be an Integral Part of a Project Budget to Increase Project Profitability?
  • Team-based performance is key, but only works with team input
  • The case against releasing early
  • The changing face of the U.S. job market
  • The obituary exercise
  • The Weekly Review as an OmniFocus Project
  • Training is number one
  • Trying to change the world can be dangerous
  • When there’s a freeloader on your team
  • White-board to wall-space ratio
  • Whiteboard as a PM tool
  • Why projects fail 101
  • Workshop and training topic survey

  • Education

  • Articulating the value of training
  • Bad employees rarely quit and good ones are hard to find
  • Boomers at the exit gates
  • Common oversights in choosing methodology
  • Don’t ship broken software
  • Finding strategic learning funds
  • Formal inspections: An introduction
  • Is Scrum Master Certification Hurting Our Industry?
  • Making Scrum work: Common failings in adopting Scrum
  • Mission impossible — the art of choosing the right project
  • Navigating the methodology maze
  • Organizational evolution
  • Rational Scrum
  • So you think you’re following Scrum?
  • Tackling the global project problem
  • Tackling the global project problem, part 2
  • The case for certification
  • The good (and bad) about Project Management School
  • Training versus development
  • What you won’t get out of your certification
  • Whole teams
  • Why heroes are bad

  • Entropy

  • Bad employees rarely quit and good ones are hard to find
  • Dealing with negativity in the team
  • Finding strategic learning funds
  • Mission impossible — the art of choosing the right project
  • Organizational evolution
  • Scrum is not an agile methodology
  • Software cost estimation: Where’s the silver bullet?
  • Tackling the global project problem
  • Tackling the global project problem, part 2
  • The case for certification
  • Why heroes are bad

  • Featured

  • Dealing with negativity in the team
  • Managing with blinders on
  • The good (and bad) about Project Management School
  • Why Agile isn’t enough (and why it doesn’t work)

  • Getting Things Done

  • Fix your boss (or, reduce risk to quality using a matrix approach)
  • Mission impossible — the art of choosing the right project
  • Not a panacea, but trying: Comindwork is attractive
  • Software cost estimation: Where’s the silver bullet?
  • Successfully applying lessons learned
  • Thinking creatively by taking your ideas to trial
  • Training versus development

  • Process

  • Articulating the value of training
  • Boomers at the exit gates
  • Common oversights in choosing methodology
  • Dealing with negativity in the team
  • Do hackers make the best testers?
  • Doing away with ineffective, broken risk management
  • Exposing the enterprise to risk: Who decides what not to test?
  • Fix your boss (or, reduce risk to quality using a matrix approach)
  • Formal inspections: An introduction
  • Is Scrum Master Certification Hurting Our Industry?
  • Making Scrum work: Common failings in adopting Scrum
  • Managing risk in global projects
  • Managing with blinders on
  • Navigating the methodology maze
  • Not a panacea, but trying: Comindwork is attractive
  • Quality assurance as a way of life
  • Quality versus quantity
  • Scrum is not an agile methodology
  • So you think you’re following Scrum?
  • Software cost estimation: Where’s the silver bullet?
  • Successfully applying lessons learned
  • Tackling the global project problem
  • Tackling the global project problem, part 2
  • The good (and bad) about Project Management School
  • Training versus development
  • What do you mean, SQA isn’t testing?
  • What you won’t get out of your certification
  • Whole teams
  • Why Agile isn’t enough (and why it doesn’t work)
  • Why heroes are bad

  • Quality

  • Bad employees rarely quit and good ones are hard to find
  • Boomers at the exit gates
  • Dealing with negativity in the team
  • Do hackers make the best testers?
  • Doing away with ineffective, broken risk management
  • Exposing the enterprise to risk: Who decides what not to test?
  • Fix your boss (or, reduce risk to quality using a matrix approach)
  • Formal inspections: An introduction
  • Managing risk in global projects
  • Managing with blinders on
  • Not a panacea, but trying: Comindwork is attractive
  • Quality assurance as a way of life
  • What do you mean, SQA isn’t testing?
  • Why Agile isn’t enough (and why it doesn’t work)

  • Rational

  • Rational Scrum
  • What do you mean, SQA isn’t testing?
  • Why Agile isn’t enough (and why it doesn’t work)

  • Scrum

  • Is Scrum Master Certification Hurting Our Industry?
  • Making Scrum work: Common failings in adopting Scrum
  • Quality versus quantity
  • Rational Scrum
  • Scrum is not an agile methodology
  • So you think you’re following Scrum?
  • Whole teams
  • Why Agile isn’t enough (and why it doesn’t work)

  • Things that Matter

  • Articulating the value of training
  • Bad employees rarely quit and good ones are hard to find
  • Boomers at the exit gates
  • Common oversights in choosing methodology
  • Dealing with negativity in the team
  • Doing away with ineffective, broken risk management
  • Don’t ship broken software
  • Exposing the enterprise to risk: Who decides what not to test?
  • Finding strategic learning funds
  • Fix your boss (or, reduce risk to quality using a matrix approach)
  • Making Scrum work: Common failings in adopting Scrum
  • Managing risk in global projects
  • Managing with blinders on
  • Navigating the methodology maze
  • Not a panacea, but trying: Comindwork is attractive
  • Organizational evolution
  • Quality assurance as a way of life
  • Quality versus quantity
  • Rational Scrum
  • Scrum is not an agile methodology
  • Software cost estimation: Where’s the silver bullet?
  • Successfully applying lessons learned
  • Tackling the global project problem
  • Tackling the global project problem, part 2
  • The good (and bad) about Project Management School
  • Thinking creatively by taking your ideas to trial
  • Training versus development
  • What do you mean, SQA isn’t testing?
  • What you won’t get out of your certification
  • Whole teams
  • Why Agile isn’t enough (and why it doesn’t work)
  • Why heroes are bad

  • Uncategorized

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