QAspire

NOVEMBER 2, 2011

Knowledge industry, particularly software, is full of people who possess “ know-how ” – knowledge of how to get something done. Give them a task, and they will be able to apply their technical skills (read ‘know-how’) to accomplish it. A lot of people possess a very sound “ know-what ” – knowledge of facts, figures and methods. Give them a topic and it is likely that they know the theory and facts.

Explicit Knowledge 166

Explicit Knowledge Tactics Software Tools 166

QAspire

NOVEMBER 20, 2011

Ability to deal with rapid changes and uncertainties on the field is as critical a skill for organizations/teams as it is for the military troops. In military operations, lack of agility can have more serious and rapid consequences. In case of teams, individuals and organizations, the consequences may not be visible in a short term, [.

Team 164

Team Short-term Agility Uncertainty 164

QAspire

NOVEMBER 27, 2011

Quality is Human. When leaders rely too much on processes, metrics, facts and trends to measure project/organization’s quality, they forget one thing: that quality is about being human. Quality is human. That is because people drive quality and exercise their choice of delivering good versus great work. Because work allows people to expand their capacity to deliver.

Quality 164

Quality Metrics Trends Project 164

QAspire

NOVEMBER 6, 2011

… For Managers. In knowledge world, productivity is hard to quantify. If you try to adopt old “command and control” style of management to drive knowledge workers, they get even less productive. Don’t command, empower. Don’t control, but lead them instead. Understand that knowledge workers cannot always be productive between 9 to 5. They have their creative zones and routines when they are most productive.

Productivity 162

Productivity Products Webinar Drucker 162

QAspire

NOVEMBER 9, 2011

Steve Jobs by Walter Isaacson is on my reading list and I was curious to have some initial reviews about the book. Matthew E. May recently reviewed the book on his blog. In a post titled “ The Zen Master of Subtraction: Steve Jobs ”, Matt shares some very interesting stories/snippets about how Steve Jobs generated extreme focus by virtue of elimination.

Bottom-up 146

Bottom-up Guidelines Review Follow-up 146

QAspire

NOVEMBER 14, 2011

As we grow, our belief system firms up with notions of what is right and what is wrong. What works and what not. At work, our beliefs further solidify according to the context we work in. Understanding of data, facts and trends is important because it make us “rational”. The problem starts however, when we try to be rational all the time. A leader who always takes a rational standpoint fails to inspire people, because people are not always rational.

Belief Systems 142

Belief Systems Godin Trends Follow-up 142