Imagine a place where all can learn to lead in a way that enhances organizational agility, so that decision quality is increased and decision latency is decreased. So that freedom and accountability thrive around you. So that the vibrancy you long for in your work life can come into being. This can be your workplace. Pervasive Leadership sets the context in which this happens,

As software testers, it is very important to be able to understand your emotions. They can be a great heuristic which can guide your testing. But it is more than just that; understanding your emotions and the effect that they can have on others who you work with in your team is a key skill for all team members. One’s position within a team is often dictated by how well one can interact with others in the team. People who express extreme emotional reactions to events, particularly in cultures where this is not normal behaviour, risk becoming isolated and ineffective. This can be a particular problem for testers who are typically fewer in number, and frequently perceived to be the bearers of bad news. Paul’s behaviour above is not the best way for anyone to act.

The software industry has created two separate roles: The developer and the tester. Traditional software development put these two at odds. Now, agile practices are bringing them together again.

I often encounter mature Agile teams, well trained in Scrum, some of them doing Scrum of Scrums and having already participated in several releases. These teams' retrospectives frequently bring in opportunities for improvement in a number of areas connected to processes, techniques, and, occasionally, impediments at the organizational level. This is very good, but I wonder why personal issues are rarely discussed in retrospectives. This I have learned personally: Teams that do not discuss personal matters openly pay the price of missing considerable opportunities for improving an already good team performance.

Why is it so hard to break bad news? Why is there a cult of people who do not want to give bad news about their projects to stakeholders? Why do we let our fears cloud our judgement? Things can seem bad when they don’t go as we planned and hoped, but in reality things ‘just are’. As Esther Derby] notes "The 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 running us". How do we remove that fear and emotion, create an environment in which we are not afraid to break ‘bad news’, into ‘news’ that allows us to make informed decisions.

By being aware of issues documented in this article you can be prepared for them or, perhaps, not feel too bad that you are experiencing them yourself – they are common.

Software craftsmanship is an approach to software development that emphasizes the coding skills of the software developers themselves. It is a response by software developers to the perceived ills of the mainstream software industry, including the prioritization of financial concerns over developer accountability.

Adopting Agile takes courage, perseverance, and continued reinforcement. To meet these needs, a community of Agile Coaches organically emerged at Capital One to provide support and mentoring for projects and organizations seeking to adopt Agile. The community has evolved into an influential body of change agents, which routinely meets to address team or organizational initiatives in Agile projects across the enterprise. By creating an environment where true community can exist and grow, we have added sustainability to our Agile adoption processes and enabled continuous innovation of practices and principles.

We all understand that Scrum teams should be self-managed and self-organized. Empowered is the commonly used term, because without empowerment it's difficult for self-management and self-organization to happen.

This article profiles the evolution of a professional- services company this is focused on software- application development.