I was reading an article which had a link to one of the resources in BenchMarkQA web site. I downloaded the resource named "Tools for managing agile projects" and in the list I saw a new tool called Silver catalyst. I went to the silver catalyst website and found that it’s been developed by someone from Chennai. My interest got doubled and I downloaded the trail version from the site.

What I like?

1.       Simple User interface: One of the advantages I see with this tool is that it has got a very simple user interface

2.       A Decent Help Documentation

3.       Easy to Install: There are lots of APM tools available in the market, but none of them (I did not try mingle) has a straight forward installation. I could install and get started in less than 5 minutes.

4.       Project RSS Feed

What could be better?

1.       Adding Team members to the Project: The interface could be better here. I did not like the concept of a user getting created during the time of import

2.       I prefer windows service than a server getting started thru a command prompt. It always reminds me the JAVA server interfaces and I personally do not like keeping a command prompt open ("With the message … Server is up and running"

3.       I would like to see the concept of releases. "Release Plan -> Iterations -> User Stories -> Iteration Tasks"

4.       A different interface for updating the remaining effort. Say for example, if the Iteration length is of 10 days, I would like to update remaining hours (numbers) for Day 1, Day 2 …. Day 10(I know burn chart will give me this, but I will be more comfortable to see the numbers getting updated)

Suggestions

1.       Can provide an option to attach Retrospective Notes to Iterations. I have not seen any tool doing this. I do not like maintaining this in a separate file, just because the tool doesn’t support this.

a.       Same way Area of improvement list for iteration and a way to track how much we have progressed

2.       Can provide support for maintaining user stories. With my limited interaction with Silver catalyst I do not see an option for maintaining user stories

3.       Introduce Agile Earned Value Metrics. I do not think any tool is providing this today. I am using excel sheet to do this for me today.

4.       I would like to know where the data is getting stored, so that I can take regular backups. I do not see this information mentioned in the documentation

Summary:  My comments are based on my limited usage of this tool. Overall, It looks like a decent tool and it can definitely mature over a period of time. Let me see whether it works for us J

URL: http://www.silverstripesoftware.com/

1.       Demonstrate enthusiasm — constantly. "Inspiring leaders have an abundance of passion for what they do. You cannot inspire unless you’re inspired yourself. Period…."

2.       Articulate a compelling course of action. "Inspiring leaders craft and deliver a specific, consistent, and memorable vision. A goal such as "we intend to double our sales by this time next year," is not inspiring. Neither is a long, convoluted mission statement destined to be tucked away and forgotten in a desk somewhere. A vision is a short (usually 10 words or less), vivid description of what the world will look like if your product or service succeeds."

3.       Sell the benefit. "Always remember, it’s not about you, it’s about them. In my first class at Northwestern’s Medill School of Journalism, I was taught to answer the question, "Why should my readers care?" That’s the same thing you need to ask yourself constantly throughout a presentation, meeting, pitch, or any situation where persuasion takes place. Your listeners are asking themselves, what’s in this for me? Answer it. Don’t make them guess."

4.       Tell more stories. "Inspiring leaders tell memorable stories. …. Stories connect with people on an emotional level. Tell more of them."

5.       Invite participation. "Inspiring leaders bring employees, customers, and colleagues into the process of building the company or service. This is especially important when trying to motivate young people. The command and control way of managing is over. Instead, today’s managers solicit input, listen for feedback, and actively incorporate what they hear. Employees want more than a paycheck. They want to know that their work is adding up to something meaningful."

6.       Reinforce an optimistic outlook. "Inspiring leaders speak of a better future….. Extraordinary leaders throughout history have been more optimistic than the average person. Winston Churchill exuded hope and confidence in the darkest days of World War II. Colin Powell said that optimism was the secret behind Ronald Reagan’s charisma. Powell also said that optimism is a force multiplier, meaning it has a ripple effect throughout an organization. Speak in positive, optimistic language. Be a beacon of hope."

7.       Encourage potential. "Inspiring leaders praise people and invest in them emotionally. Richard Branson has said that when you praise people they flourish; criticize them and they shrivel up. Praise is the easiest way to connect with people. …… Encourage people and they’ll walk through walls for you."

http://www.thepracticeofleadership.net/2007/10/25/seven-secrets-of-inspiring-leaders/

I found this interesting insight in the book "First Break all the rules".

People don't change that much.

Don't waste time trying to put in what was left out.

Try to draw out what was left in.

That is hard enough.

I wanted to find out what others are thinking about this insight. I was able to see lot of posts on this topic and landed in this interesting post. 

An old parable will serve to introduce the insight [great managers] shared.

There once lived a scorpion and a frog. The scorpion wanted to cross the pond, but, being a scorpion, he couldn't swim.

So he scuttled up to the frog and asked: "Please, Mr. Frog, can you carry me across the pond on your back?"

"I would," replied the frog, "But, under the circumstances, I must refuse. You might sting me as I swim across."

"But, why would I do that?" asked the scorpion, "It is not in my interests to sting you, because you will die and then I will drown."

Although the frog knew how lethal scorpions were, the logic proved quite persuasive. Perhaps, felt the frog, in this one instance the scorpion would keep his tail in check. And so the frog agreed. The scorpion climbed onto his back, and together they set off across the pond. Just as they reached the middle of the pond, the scorpion twitched his tail and stung the frog. Mortally wounded, the frog cried out:

"Why did you sting me? It is not in your interests to sting me, because now I will die and you will drown."

"I know," replied the scorpion, as he sank into the pond. "But I am a scorpion. I have to sting you. It's in my nature."

Conventional Wisdom encourages you to think like the frog. People's natures do change, it whispers. Anyone can be anything they want to be if they just try hard enough. Indeed, as a manager, it is your duty to direct those changes. Devise rules and policies to control your employees' unruly inclinations. Teach them skills and competencies to fill in the traits they lack. All of your best efforts as a manager should focus on either muzzling or correcting what nature saw fit to provide.

Great managers reject this out of hand. They remember what the frog forgot: that each individual, like the scorpion, is true to his unique nature. They recognize that each person is motivated differently, that each person has his own way of thinking, and his own style of relating to others. They know that there is a limit to how much remolding they can do to someone. But they don't bemoan these differences and try to grind them down. Instead, they capitalize on them. They try to help each person become more and more of who he already is.

Original URL: http://gmj.gallup.com/content/544/Great-Managers-Revolutionary-Insight.aspx

We need to be learning lessons continuously, not documenting lessons learnt.

Via Dave Snowden's blog. Good one.

Reading List targeted to different people (Developer, Tester, and Project Manager)

Blog marking it for future reference: http://elegantcode.com/?p=640

I am currently reading John C Maxwell's 360 Degree Leadership and in the first chapter he discusses is the Myths of leading from the middle of an organization.

I thought of adding some notes from the book for future reference

• Leadership:  The true measure of leadership is influence – nothing more, nothing less

• Leadership is a choice you make, not a place you sit.

What is a Myth? A myth is something that is false, but believed to be true. As in many things in life, there are several myths surrounding the concept and practice of leadership.

7 Myths

1.       The Position Myth: I cannot lead if I am not at the Top

2.       The Destination Myth: When I get to the top, then I will learn to lead

3.       The Influence Myth: If I were on Top, then people would follow

4.       The Inexperience Myth: When I get to the Top, I will be in control

5.       The Freedom Myth: When I get to the top, I will no longer be limited

6.       The Potential Myth: I cannot reach my potential if I’m not the top leader

7.       The All-Or-Nothing Myth: If I cannot get to the top, then I wont try to lead

Becoming a good leader is a lifelong learning process.

How do you become the person you desire to be?

Author talks about practicing/trying out the leadership skills and decision-making process when the stakes are small. Mistakes made on the small scale can be easily overcome. When you are at the top, mistakes might cost the organization greatly and damage the leaders reputation.

He suggests adopting the thinking, learning the skills and developing the habits of the person you wish to be. He quotes the basketball coach John wooden’s quote “When opportunity comes, its too late to prepare”. To become a successful leader, learn to lead before you have a leadership position

I searched the web to find out more information on the topic and found some good links...

Leadership Mythology by Gregory P. Smith

Myth 1 - Leadership is a rare ability only given to a few. Many people still think leaders are born not made. This can't be further from the truth. Most people have the potential to become good leaders. Leadership is not like a diet pill. Like most learned skills, it takes time, training, and lots of trial by error. The key ingredient making people good leaders is the ability to care about others. The second ingredient is a sense of purpose, vision or mission. A good leader charts a course and provides direction to those they lead.

Myth 2 - Leaders are charismatic. Many leaders are charismatic, but closer scrutiny shows that most leaders are not. Some of the world's most famous leaders had warts--some sort of shortcoming or personality issue. In a leadership role, people skills are very important--more important than technical skills. However, the best leaders are those who work toward a goal. Your cause, your purpose and your mission in life will make you charismatic, not the other way around.

Myth 3 - The person with the title, most rank or the highest position is the leader. True leadership is not based on position or rank. It is based on action, performance, ability, and effectiveness. We all relate to working for those people who were placed in leadership roles who did more to demoralize and destroy the business than anything else.

The best companies strive to develop and create as many leaders as possible. W.L. Gore & Associates, makers of Gore Tex and other products, have a unique approach to leadership. The practice of natural leadership "leadership by fellowship." They dont appoint people as leaders . . .they let the true leaders surface to the top. People naturally gravitate to those they want to follow, respect, and work with. There are no limiting job descriptions, job titles, and few rules and regulations. If a person comes up with a new idea, he or she puts a team together of people who have the desire and knowledge to make it work.

Myth 4 - Effective leadership is based on control, coercion, and manipulation. Leadership is about the future, not the past. Joel Barker's has the best quote about leadership, "A leader is someone you would follow to a place you would not go to by yourself." Good leaders gain followers out of respect and their ability to cause people to work toward a particular goal or achieve a destination. People follow because they can relate to the vision or goal personalized by the leader. A good leader helps people become better than they are. A good leader creates a work environment that attracts, keeps and motivates its workforce

Myth 5 - Good leaders have more education than other people. Educational degrees may mean you have a good education, but it doesn't necessarily mean you are a good leader. When it comes to leadership, experience is the best teacher. The U.S. military has the best leadership development program in the world. In the military, you start out at the bottom. You are placed in leadership positions and closely evaluated. As your experience broadens, so does your responsibility. This practical experience is reinforced with weeks and months of formal training throughout the individual's career.

Five Myths of Leadership

“If you want to build a ship, don't drum up people to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea.” - Antoine de Saint-Exupéry

Myth 1: Great Man Syndrome – Leaders must have some elusive, larger-than-life, “rock-star” personality to be effective, otherwise people will not follow them.
Slain: While some leaders do have charismatic personalities it is not a prerequisite to being an effective leader
Myth 2: Leadership is only for CEO’s and other senior roles – Leadership techniques are not intended or applicable for “ordinary” workers.
Slain: While the term “leader” is most often associated with senior executives the goals and roles of leadership which include: “Model the way”, “Inspire a shared vision”, “Challenge the process”, “Enable others to act”, “Encourage people”, etc apply equally well in a project setting, problem solving group, or voluntary groups. The truth is that Leadership is everyone’s business.
Myth 3: Leaders are born not made – you either have the leadership traits and skills or you don’t, they cannot be learned.
Slain: This is simply not true. Leadership skills are learnable traits that with study and practice can be improved.
Myth 4: On projects, Leadership is the responsibility of only the project manager – Project Managers on projects undertake all the leadership duties.
Slain: Leadership is often linked to strategy and plans, the domain of the project manager, but anyone on a project can step-up and takes a leadership role. This does not need to threaten or undermine the role of the Project Manager; instead it can be taking responsibility for a problem or issue.
Myth 5: Leadership is about control and telling people what to do – leaders direct the work to be undertaken and define the steps towards the end goal.
Slain: Leadership is not about command and control; instead it is about getting people excited about a common goal and enabling them to achieve it. Leaders do not specify exactly how things must be performed, instead they gain buy-in for a solution, try to align project goals with personal goals, then leverage people’s ingenuity to achieve a result.
Leadership is not only for CEO’s. Leaders are not born. They are made and Leadership skills are learnable traits that with study and practice can be improved.