Maybe you have a job or two open. You’re reluctant to pay more than you have to for a given position. I understand that employers want to get the biggest bang for their employment buck. I once consulted for an organization who had deliberately hired from the “bottom of the barrel.” (That was their phrase.) […]
I’ve been working with teams who want to move to agile. Some people on their teams are in another location, where the salaries are cheaper. It’s difficult to get agile started with a geographically distributed team. If everyone’s distributed, it’s easier than if just some people–especially if they are all one function, such as developers
Steve Berczuk has a lovely discussion of Manage Your Project Portfolio. You can see his review here.
I like to work with recruiters. I’ve used them in the past. I refer people to them. But I am missing something here. I just got off the phone with a recruiter. He was using some kind of a phone, either VOIP or a cell phone, but it cut in and out. I had to
Sophie strode down the hall to Randy’s office. “Randy, what is this?” she asked as she waved a sheaf of papers. Randy looked up and said, “I have no idea. What are you waving around?” “Your plans for your group!” “Oh, my predicted project portfolio for the next six months?” “Yes! When were you going
As organizations have transitioned to agile projects and programs, what happens to the managers? Do we need managers any more? If so, what good would they do? Yes, we need managers. And in a truly agile organization, where the managers are freed from the day-to-day tactical project tasks, we need them more than ever as