Last week, DID’s “Sharpen Yourself” series discussed the Agile Software Development trend. This week’s installment discusses the issue of team member performance. The context involves a team member who will not perform within the team’s new Agile development approach – but the issue surfaces in many contexts within the workplace.
One manager in the UK offers some thoughts from his own experience. Our own experience disagrees somewhat, in that there is more than one way, and team pressure can be an effective approach when used properly. We’re also reminded of a friend’s experience, which prompted him to write “My Ft. Bragg MBA.” On the other hand, Kelly Waters’ provides a useful sequence and toolset that should form the core of a good manager’s response.
“I’ve managed software development teams for many years (in the UK) and am currently responsible for a web development group of about 90 people. I think I’ve experienced every HR/management procedure in the book and keep promising to write a book about some of the more extreme examples (that are entertaining stories in hindsight but certainly weren’t at the time!).
…In my experience there’s only one way to deal with someone behaving badly in an Agile Development team (in fact in any team):”
“The cybersecurity initiative launched by the Bush administration earlier this year remains largely cloaked in secrecy, but it’s already clear that it could have a major and far-reaching effect on government IT operations in the future.
Everything from mandated security measures and standard desktop configurations across government to a recast Federal Information Security Management Act (FISMA) could influence the way agencies buy and manage their IT.
Overseeing all of this will be a central office run by the Homeland Security Department, the first time that the government’s efforts in cybersecurity will run through a single office tasked with coordinating the work of separate federal cybersecurity organizations…”