Management

I have seen many challenges with risk identification and identifying potential risks and their impact on a project. One of the biggest issues that arise is the lack of knowledge and experience in risk management, especially when dealing with an overly complex software project.

New teams will go through the four stages of team psychological development – Forming, Storming, Norming, & Performing. They require time to stabilize and to begin producing reliable and forecastable work every sprint. It’s not uncommon for sprint planning meetings to become unproductive or frustrating, which can lead to delays, misunderstandings, and missed deadlines.

Encouraging open communication and collaboration among team members is essential to creating a culture of transparency and trust. However, achieving this can be a challenge, especially in large software engineering departments where teams are spread across different locations and time zones. Let’s discuss how to build trust on a team.

Software teams come together with the common goal of creating innovative products that meet the needs of their customers. However, this process can be challenging to manage, particularly when it comes to facilitating team decision making processes.

I’ve observed that many employees struggle with mentorship at times. It can be especially difficult for newer managers who are still learning the people skills side of their job, but even seasoned team members can encounter obstacles.

So what are some of the problems that employees face regarding coaching and mentoring colleagues? Let’s take a closer look.