Not getting deserved raise?

You have worked hard and feel the raise you have got does not match your investment in the firm. Will the threat to quit work?

This is common in many organizations. But, it’s unethical and has a very slim chance of working. Do not lose hope, keep performing and adding value, and always remember to showcase your achievements. Do not stop enhancing and upgrading your knowledge and skills. It will come in handy during the next discussion. Remember; do not hound your boss with constant reminders. It would be good idea to track your performance thorough objective performance management. Setting goals and tracking achievements will give you the benefit. It is not said without reason, tough times never last, tough people do!

Your colleague who is not as hardworking as you, recently lands a juicy promotion, while you have been constantly overlooked. You feel cheated and demoralized. What’s the way out?
Favoritism in the workplace is certainly very common and an inevitable fact of working life. Sometimes the boss may not be aware of the preferential treatment meted out to someone. It could be due to the fact that the ‘perceived’ value the person adds is considered higher than what your value addition is. the best way to tackle such a situation is,
- Compare the performance of the ‘favorite employee’ to that of your performance and check if you stand out in terms of performance.
- Peak to colleagues, check if they too feel the same way.
- If there is adequate/substantial proof that the promotion is not due to work and performance related factors, involve the HR. Get valid, relevant performance data and collectively present the case. Post appraisals, there is a window period during which you can highlight your grievance to HR, use the forum to highlight your concerns.

Qualities of project manager

Inspires a Shared Vision

An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who “lifts us up, gives us a reason for being and gives the vision and spirit to change.” Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own. According to Bennis “They offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organisation.” (Bennis, 1997)

Good Communicator

The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project leadership calls for clear communication about goals, responsibility, performance, expectations and feedback.

There is a great deal of value placed on openness and directness. The project leader is also the team’s link to the larger organisation. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, project leaders support individual and team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team members.

Integrity

One of the most important things a project leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices. Creating standards for ethical behaviour for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of project leaders. Leadership motivated by self-interest does not serve the well being of the team. Leadership based on integrity represents nothing less than a set of values others share, behaviour consistent with values and dedication to honesty with self and team members. In other words the leader “walks the talk” and in the process earns trust.

Enthusiasm

Plain and simple, we don’t like leaders who are negative – they bring us down. We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey – we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why something can’t be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and effective leaders know it.

Empathy

What is the difference between empathy and sympathy? Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object’s special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history (Paul, 1970). As one student so eloquently put it, “It’s nice when a project leader acknowledges that we all have a life outside of work.”

Competence

Simply put, to enlist in another’s cause, we must believe that that person knows what he or she is doing. Leadership competence does not however necessarily refer to the project leader’s technical abilities in the core technology of the business. As project management continues to be recognised as a field in and of itself, project leaders will be chosen based on their ability to successfully lead others rather than on technical expertise, as in the past. Having a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent.

Ability to Delegate Tasks

Trust is an essential element in the relationship of a project leader and his or her team. You demonstrate your trust in others through your actions – how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers, or end up doing all of the work themselves. As one project management student put it, “A good leader is a little lazy.” An interesting perspective!

Cool Under Pressure

In a perfect world, projects would be delivered on time, under budget and with no major problems or obstacles to overcome. But we don’t live in a perfect world – projects have problems. A leader with a hardy attitude will take these problems in stride. When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. “Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together.” (Bennis 1997) And remember – never let them see you sweat.

Team-Building Skills

A team builder can best be defined as a strong person who provides the substance that holds the team together in common purpose toward the right objective. In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalise on each at the proper time, for the problem at hand.

Problem Solving Skills

Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project leaders to have excellent problem-solving skills themselves. They have a “fresh, creative response to here-and-now opportunities,” and not much concern with how others have performed them. (Kouzes 1987)

Javascript libraries

Lots of Javascript libraries and frameworks have come up. It has been made to make the life of developer really easy. Here is the list of all available Javascript frameworks, http://www.javascriptlibraries.com/

But, I have got a very big question to ask, “are these framework making the life of Developer really easy?”

With the increase in the speed and number of the javascript framework, its getting difficult for the developers to decide which framework is to be used where.

Here, http://mootools.net/slickspeed/, you can test the speed/validity selector test for some of the major frameworks available.

You can get comparison matrix for most of the Javascript framework here,

http://en.wikipedia.org/wiki/Comparison_of_JavaScript_frameworks

The following guidelines might help you to decide which framework you should go for,

What are your project requirements?

The first and most important question you need to ask yourself is what are your project requirements? Is this a Web site or application that requires AJAX, robust support for handling events, or how about a library of effects? How much functionality do you need out-of-the-box, and what level of experience will be required by other programmers and designers to support this framework? If you have few requirements, you could find success with an extremely lightweight, modular library. Also you need check if your project requires effects, AJAX, graphics, tools etc

Does the framework supports all the browsers?

Once you know your audience, and your project requirements, you need to consider whether or not your JavaScript framework supports all the needed browsers. Most frameworks do, but there are often some exceptions in the fine print — typically with Safari on the Mac. If you are building an internal Web application for an Intranet, you might only be required to support a limited set of browsers.

How mature is the framework?

More than anything, the maturity of a framework demonstrates a commitment to longevity, as well as a solid foundation. A mature framework will no longer be in beta, and will have been through a full release cycle. There should be a growing, if not thriving community, and depending on the open-source license, a mature framework might also support a Subversion or CVS version repository. Any bug fixes can be rolled into a build without a public release, which is a huge plus.

How often are updates publicly released?

If you find that the community questions or complains about the release cycle, then that could be a warning sign. Long delays and bloated releases are also a sure sign that you will not enjoy supporting the framework on future projects. Alternatively, too many public releases could indicate instability, or a lack of focus.

How friendly is the documentation?

A major differentiators between JavaScript frameworks today is documentation. This not only includes official documentation for the API, but also includes books, tutorials, and blogs. The worst documentation is the sort that is only focused on syntax. Look for a framework that includes examples with each method and property, and that is updated to meet the needs of the community. Documentation is simple to research, and it can be a lifesaver when dealing with tight deadlines.

Is there an active community?

An active community does not guarantee a quality framework, but it does help a framework evolve. The character of the community is also an excellent gage of the type of help you might receive in the future when caught in a bind. Are there forums, or a Google Group? Are experienced users willing and able to lend a helping hand, or will they send you elsewhere for assistance? Are developers creating extensions, or contributing to the core framework? All of these are important questions.

Are benchmark tests performed regularly?

Benchmark tests are often questionable when determining the quality of workmanship put into a framework, but they do demonstrate a developer’s willingness to adopt some quality assurance best practices. Even a modest gain in speed, or a decrease in download size during a release cycle can be seen as a positive improvement.

How extensible is the framework?

Extensibility is typically a requirement of experienced programmers, and is rarely a request of designers. Plugin support is definitely a plus for any JavaScript framework, but developers usually just want to know — how difficult will it be to troubleshoot the core library? Layers of functionality provided by an active community do give a framework uniqueness, but this is a beneficial byproduct, and not often a necessity.

Do you like the API style?

This is an important, but complicated question that is answered for most developers only after using several JavaScript frameworks on numerous projects. Complaints about frameworks like Yahoo! UI are generally in regards to the style with which the API has been designed. Terseness, as well as chainability, are two very important features that should not be overlooked. Remember, you can grow irritated quickly because of cumbersome implementation details.