Better Software Magazine Articles
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Project Planning: It's in the Cards Spend two days with an engineer named Eddie, and see how one skeptic learned the value of a low-tech, team-intensive, Cards-on-the-Wall planning technique. |
Dwayne Phillips
June 26, 2002 |
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Managing the End Game: Avoiding End-of-Project Complications by putting the Test Team in Charge Experiencing end-of-project woes? Read how one test team guided the work at the end of a project by establishing daily goals to meet weekly objectives; by grading the product with a two-tiered approach; and by posting frequent status reports. |
Cindy Necaise
June 26, 2002 |
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A Study in Failures Examples of mistakes, manifestations, and problems help us understand all parts of the software. Brian Marick suggests Web resources that examine software failures. |
Brian Marick
June 26, 2002 |
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Tactical Project Management at a Startup Ulla Merz explains the role of a project manager at a startup company. She addresses topics such as requirements definition and project schedule; project status meetings; and establishing a change control board. |
Ulla Merz
June 26, 2002 |
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Finding a Mentor Perhaps you've just changed careers and are looking for a leg up in your new chosen field. Perhaps you're an old pro wondering how to take your career to the next level. No matter how long you've been doing what you do, it's always good to have someone by your side to help move your career forward–a mentor. Elisabeth Hendrickson describes what qualities to look for in a mentor. |
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Asking the Right Questions and Asking Them Right Naomi Karten shares how to ask the questions that ensure you and your customer are on the same page. Her tips include: 1) guard against conflicting interpretations; 2) don't jump to conclusions; 3) gather feedback early and often; 4) examine your rules for commenting; 5) conduct congruent questioning; and 6) find out what's important to your customers. |
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What Do They Pay You to Do? Don't assume that because you have a title or a job description that you can take either one as literal truth. Do you really know what your company pays you to do? Understanding why you were hired can help you assess whether your company's expectations are a match with the personal mission that motivates you. |
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Facing Up to the Truth Technical Editor Esther Derby uses examples to show that our ability to "face the truth" and take effective action rests on the ability to be in a mental state where our emotions and fears aren't in control. |
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The Downsizing of High-Tech America The success or failure of a downsized organization depends on the work force remaining after the storm. Before deciding to change jobs, survivors should carefully analyze their company's situation. Downsizing many be an indicator of poor economic peformance, or it may be just what the company needed in order to turn itself around. Employees who "weather the storm" may discover new opportunities for career advancement hidden among the ruins. |
Stefan Jaskiel
June 26, 2002 |
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At What Cost? The phrase "Internet Time" connotes urgency. But Technical Editor Esther Derby urges readers to think beyond the fast pace of Internet development, and consider the true costs and benefits of making the deadline. |
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