George Dinwiddie explains in this article on context switching how just focusing on the switching back to a previous context and it’s effects on the process is not the whole story. How a person is switched away from the process has some ramifications that have not been accentuated when discussing the effects of context switching in humans. The metaphor of a microprocessor sets a good background for technology associated folks to understand the issues discussed.

Esther Derby writes about 5 pragmatic practices that manager’s can use to become better managers. The five practices, “decide what to do and what not to do”, “limit multitasking”, “keep people informed”, “provide feedback”, and “develop people”, may be applied by all managers wishing to get the most from their work and colleagues.

Dave Nicolette describes in this article how his company is introducing Agile to the organization. There are some good games, discussion topics, and potential concerns which may help others adopt Agile into their organizations.

Alistair Cockburn presented the information in this article at ICAM 2005 in Helsinki. The case studies contained within are used to demonstrate that there is potential value in non-bottleneck stations in an agile software development project. The choice is made in some cases to not reduce bottlenecks but to use the extra “efficiency” in a strategic way.

In this article Paul E. McMahon describes some of the differences between traditional and agile approaches to product development. It sets these differences against the criteria of what, who, when, how, and how much.