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Current Issue: October 2014, Vol. 27, No. 10
by Dave Rooney, Guest Editor
The recurring theme in this issue is that any predefined method such as Scrum, XP, or Kanban is simply a convenient place to start your team's or your organization's journey. All of the stories told in these articles highlight what Benson says -- you must adapt or "die." Those adaptations may or may not be part of what's generally accepted to be Agile, but as Matalonga tells us, that's how adapting to one's context comes into play. In their articles, Waters, Surdek, and Rodriguez all describe how the teams they were a part of spent time and effort to adjust how they worked in order to improve.
by Sheila Cox
When I was a first-line manager at IBM, I often interviewed college graduates for entry-level positions in sales or systems engineering. I remember surprising my boss when I rejected a young man with a stellar résumé. He had great grades from a top-notch school. He was a varsity athlete and head of the student council. In fact, he seemed to excel at everything he attempted. Surely this man would be an asset to IBM. My concern was simple: I saw no evidence of stumbling, and no evidence of picking himself back up and rebounding from disappointment. His first setback was going to come as a big shock, and I didn't want to be his manager when it happened. I prefer to hire young people who already demonstrate resiliency. ... [more]