This is the December 2024 Pragmatic Manager Newsletter, from Johanna Rothman. The Unsubscribe link is at the bottom of this email. I have the same problems as many of you do: I start something and then I realize it’s much larger than I expected. That occurred with this month’s newsletter. The problem I tried to […]
Impediments will occur on any project; agile projects are no exception to risks. Agile succeeds because you are more likely to see the problem before it becomes a disaster. Two developers got the flu. Your tester has jury duty. The team can’t figure out what the design should be for a specific feature and it’s
Cindy works for AgileSoft as the Product Owner for its clients. AgileSoft contracted with Acme to do product development for its marketing website. Acme sells a variety of products and services, and wants the website to serve all audiences, from casual browsers to long-time customers. Acme’s Marketing, Sales and IT teams are involved, but Acme’s
Some of you would like to know how to answer questions about the metrics you can gather and discuss when you look for a job as a project or program manager. Here are some tips: Tip 1: Separate the quantitative questions from the qualitative questions. I bet you have qualitative “measures” that you use either
I have a post on this site, Interview Questions for Program Managers. There are a number of comments. Some ask how to answer the questions. Some want more information. Maybe you also read Six Tips for Answering Project and Program Manager Interview Questions or Interview Questions for Project Managers and want more detail. This is the detail. If
I had a lovely dinner with Brian Marick and our spouses Saturday night. (Now that he’s blogrolled me, I can’t tease him about that. Thanks, Brian!) Two things made me reconsider the way I manage people while managing a project: things we discussed at dinner, and Brian’s recent posting about the explicit role of the