I just finished updating all my email newsletter (Pragmatic Manager) pages. I hadn’t announced my most recent newsletter, Making Waterfall (a Serial Lifecycle) Work For You, Part 1 (Vol 4, #1). I’ve reorganized the pages, so go here to read all the previous articles.
The Projects@Work folks have posted another excerpt from Manage It! See Roll With It to read a bit about rolling wave scheduling.
Raven has a very funny take on what job descriptions really mean.
Imagine this scenario. You have a number of openings, some for senior positions. Maybe you even work for a large company that’s highly attractive for potential candidates. To manage the phone screens and interviews, you send out a pre-interview set of questions. There’s a variety of questions, and the last one is about salary.Stop right
I reported on my progress cleaning up my office Cleaning Up the Office, Round 2. I hadn’t let it get that bad since that round of organizing, but I did ask for help from Daughter #2 in May, to buy some bins and drawers to continue my never-ending attempts to stay organized. The past 8
Read Sidu’s Avoiding hell at work by spotting Dilbertian job descriptions.Sidu’s on target. That’s why I suggest you do a real job analysis, and write the ad and/or job description with other technical people. People who are not in the industry dumb down the descriptions and ads, and make them worthless for people to filter
Tech Republic has the estimation chapter from Manage It!. There’s a great Manage It! review at Book Review: Manage It! Your Guide to Modern, Pragmatic Project Management. Michael Fransen enjoyed Behind Closed Doors: Secrets of Great Management. He posted a review. The session he took at Agile 2007 was “Hiring for an Agile Team,” based
Last week, at Agile 2007, I had a fascinating conversation about geography/directions with a colleague. I explained that I needed to visit someplace and walk or drive around until I really understood where everything was. He said, “Oh, you think in postcards.” I can read a map, and write down directions. It all makes
Last week, at the Agile 2007 conference, I ran a tutorial called “Hiring for an Agile Team.” As part of the tutorial, I ask people to group themselves into threes, where one person interviews, one is the candidate, and one is the observer.It never fails. An interviewer thinks they’re asking one question, but the candidate
Some lovely reviews of Manage It! were posted when I was traveling last month, and I didn’t remember to blog them. Sigh. Wagnerblog has a great review, focused the on schedule games chapter. (That chapter was a blast to write.) My good friend an colleague, Ken Flowers, wrote this review. Here’s the sentence I