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Objectives and Key Results (OKR) is an agile management method increasingly used for team leadership. The success of the agile approach is beyond doubt: instead of executives setting goals for employees, goals are developed together as a team, which has a positive effect on employee motivation and productivity. However, this kind of goal-setting is not for lone wolves. Therefore, it is important to be aware of the risks of this method before implementing it. In particular, the following points about OKR should be noted:

Too much stress, too many projects, too many changes—if there is no measurable success, dissatisfaction levels can quickly increase. This underlines the need to find new ways of working together (New Work). After all, many of our current problems can no longer be solved with traditional models of organization, work and leadership. On the contrary, they need new ideas, ways of thinking and structures.

Self-organized teams – the dream of every project manager (and every manager). In agile practices, they’re essential. In conventional projects, not so much. Now, I'm going to tell you how to get a self-organized team and why it usually doesn’t work that well in conventional projects (for now).

If you spend any time at all in IT, you're sure to hear about it: everyone is talking about agility. They say it’s much better to use agile practices than a waterfall model. Is it true? Are agile projects fail-safe? Yes and no.

Agile this, agile that... Everything is turning agile. Everyone is talking about it, but many people don’t really know what it means. Recently, I have come across the term agilitis. I think it pretty accurately describes how agility is perceived. But will everything be better if we use the agile method? Does every business need to be agile in order to even function properly? And what on Earth does it even mean to take an agile approach? It’s time to clear up a few misconceptions!

Everyone is beaming with pride! We did it – the software is up and running. The project team and the customer have made it through the go-live. Everything is gradually going back to normal. It’s time to relax. Or at least it would be, if we didn't still have 1000 things to do.

Here we go again. Another project in crisis. The worst-case scenario actually went and happened or something like that. Panic rules everyday life. No one knows what to do. Project crises really can go down this way – if they’re even recognized early at all.

Project coordination... what is that exactly? And is it really necessary? So, you know those status meetings where the project manager wants to know how far everyone has come with their work, who’s doing what and what comes next? These are usually really long meetings with a ton of people. Pretty soon, you start wondering if these meetings actually hurt productivity more than help it.

Everyone’s talking about them, and there’s no getting around them – I'm talking about agility and agile working methods. But what do these terms really mean?