Motivating Employees With Cash or Gifts?

You will love this entire blog from the author of "Predictably Irrational".

"Imagine that you worked for me, and as your year-end bonus, I offered you a choice between $1,000 in cash or an all expense paid weekend in the Bahamas, also worth $1,000. Which option would you chose? If you are like most people who have answered this question, you would take the cash. After all you might not like the Bahamas and you can decide for yourself how to best spend the money. "

Asshole driven development

"The software industry might be the world’s greatest breeding ground for new systems of management. From Agile, to Extreme Programming , to Test Driven Development (TDD), the acronyms and frameworks keep piling up. Why? Some say it’s immaturity: that software is still a young industry and all the change is the path to some true fundamentals. Others say it’s because software people like making things up and can’t help themselves. "

Why No Product Companies in India?

"Here, I list what I think is the top reason why we don’t have technology product companies. Our obsession with stars and brands. I agree stars are important. It’s the obsession with those stars where I see the problem. We (as Indians) are obsessed with stars and brands. We don’t need to look deep to realize this about us."

Top Five Reasons Why Prince2 Sucks

"Our company will not pay for Prince2 certification of our employees. Since this is the third time I was asked the same question, I've decided to make a list of my motivations. Next time I can simply point to this article." Applause!

Straw Men and Red Herrings

"Whenever I get into a discussion on Agile Project Management, I inevitably find myself contrasting Agile methods with "Traditional Project Management". I use the phrase "Traditional Project Management" as a label for that style of project management advocated by the PMI, documented in the PMBOK, and certified through the PMP. It's the kind of project management we often characterize as big up front planning followed by a blind adherence to the plan."