Better Software Magazine Articles
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Sustainable Change We're pleased to bring you technical editors who are well respected in their fields. Get their take on everything that relates to the industry, technically speaking. In this issue, Brian Marick suggests three ways to combat recidivism on your projects. |
Brian Marick
December 29, 2005 |
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Metrics Motivation Typical metrics are used to predict an outcome by comparing plans to actual results. They are objective and don't influence what you are trying to measure. Biased metrics, on the other hand, are a valuable tool for deliberately altering behavior to improve the performance of a group. Find out how biased metrics can be used on your projects to pinpoint problems in specific areas and to influence people to fix them. |
Jan Scott
December 29, 2005 |
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No More Middleman Every manager has a story to tell. Find out how one management professional tackles a fictional dilemma. The story may be made up, but the solutions are tried and true. In this installment, Esther Derby tells you how to stop playing "Manager in the Middle" and get your team members talking. |
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Measurements that Matter No one starts a project with the goal of failing, but some metrics experts claim that 80 percent of software metrics initiatives fail. Just as your software project has goals for success, you should have goals for success in your metrics initiatives. Find out what you can do to better your chance for success. |
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Do-It-Yourself Projects collapse in a variety of ways and for a variety of reasons. Fortunately there are things you can do to stabilize and rebuild your project before the dust settles. With these expert tips and a little elbow grease, you'll have the tools you'll need to renovate almost any failing project. |
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Your Job - Requirements = Less Value In this issue's Last Word, Dion Johnson calculates your job's worth when requirements are removed from the equation. |
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You Can Teach an Old PMO Agile Tricks Every manager has a story to tell. Find out how one management professional tackles a fictional dilemma. The story may be made up, but the solutions are tried and true. In this installment, Michele Sliger tells the tale of the movement of a Program Management Office away from waterfall toward Agile. |
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Putting a Face on Customer Needs So what happens when interaction designers are put to work on an Agile process? Meet "Dan Means," a system administrator persona developed to represent and emphasize customer requirements. Find out how one development team used him and other personas to blend interaction design and Agile development to deliver a product the customer really wanted. |
David Broschinsky
September 29, 2005 |
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The Dark Side of Multitasking We're pleased to bring you technical editors who are well respected in their fields. Get their take on everything that relates to the industry, technically speaking. In this issue, Mike Cohn discusses the myth of multitasking and how trying to work on too many tasks at once can actually kill productivity. |
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The Whole Is a Sum of Its Parts Managing large teams adds up to a headache, especially when it comes to Agile projects. Learn how to successfully divide over-sized teams into Agile subteams—from a practitioner who literally wrote the book on the subject. |
Jutta Eckstein
September 7, 2005 |
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