Traditionally the Technical Lead has been synonymous with lead programmer, senior software engineer, or senior application developer. They serve as both the primary contact and technical representative to the agency, as well as the lead architect and engineer on the project with direct responsibility to the outcome of the product. Within the context of a dedicated software development organization this makes sense as the hierarchy may support a unit, team manager, and business analyst. Within the context of an agency, however, the weighted importance of several key factors of the functional role shifts. This shift redistributes the weighting of both technical and non-technical skills the Technical Lead must retain thereby altering the fundamental role requirements and definition of success within the role. Read the rest of this entry >>

Difficult and impossible are not the same thing, though they’re often treated that way.  For instance, I was called to join a meeting because the lead engineer told the user interface architect something was impossible.  It wasn’t.  It was difficult.  The difference?  The engineer did not possess the knowledge required to commit to executing it, so he avoided it by calling it impossible.  This is a person that needs to succeed so much they’re willing to pass on potentially productive change.  The reason I was asked to join the meeting is because I know the difference between difficult and impossible. Read the rest of this entry >>

Jim Collins. (2001). Good to Great . HarperBusiness

Jim Collins and his team did a great job of breaking down both business and leaders into factors that helped make them successful.  Though Collins markets it as a business book I believe, like those of Covey, the theories in this book will serve you well in both business and personal aspects of your life.  This book was used as a text in my MBA studies at Fairleigh Dickinson University’s Silberman College of Buisness, a nationally top ranking entrepreneurship school.  As such I’ve engaged in many hours of discussion with both students and seasoned professionals about the merits and short-comings of this book.
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The Arbinger Institute. (2000). Leadership and Self-Deception: Getting Out of the Box . San Francisco: Berrett-Hoehler.

The Arbinger Institute did a great job of explaining their theory as will serve you well in both business and personal aspects of your life.  It was a very easy read and has a lot of potential to make you think about yourself and how you relate to both the world and your job.  This book was used as a text in my MBA studies at Fairleigh Dickinson University’s Silberman College of Buisness, a nationally top ranking entrepreneurship school.  As such I’ve engaged in many hours of discussion with both students and seasoned professionals about the merits and short-comings of this book.  I’ve also recommended this book to both friends and family.
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