Luxoft Training

When we think about changing organizational culture, what comes to mind first is a big project, involving an enormous amount of efforts on all organizational levels. But that is not always true.

To conclude our talk about trust, I would like to dwell on the main rules to be followed by the manager for building and maintaining a trust-based working environment within the project.

Let’s have a look at Tuckman's stages of group development and find out how trust should form within a team. What should a manager in order to go through this process faster and more efficiently?

We’ll start from the factor that generally help building trust or things that can influence it.

In the second part ouf our series on trust in teams we take a look at some of the myths associated with this concept.

When training managers of any level (from small team leads to project/program managers), most trainers focus on various managerial competencies, such as goal setting, planning, effective communication, etc., and on general concepts such as leadership and management.

Time for part two of our article on Android Mobile Projects. Check it out.

Set up a work schedule for all locations. This advice may seem silly – everyone has an employment contract where working hours are stated. Why set up a work schedule?

Let’s now discuss some approaches that can be used by the manager in order to properly interact with distributed team members, make them understand what is expected from them and how to achieve it.

Today I’m going to touch on the topic of refactoring, technical duty, and the “historical reasons” factor, or rather how to avoid it.