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Early research into Agile approaches explored particular practices or quantified improvements in code production. Less well researched is how Agile teams are managed. The project manager (PM) role is traditionally one of “command and control” but Agile methods require a more facilitative approach. How this changing role plays out in practice is not yet clearly understood. The purpose of this paper is to provide insight into how adopting Agile techniques shape the working practices of PMs and critically reflect on some of the tensions that arise.

An ethnographic approach was used to surface a richer understanding of the issues and tensions faced by PMs as Agile methods are introduced. Ethnographic fiction conveys the story to a wider audience.

Agile approaches shift responsibility and spread expert knowledge seeming to undermine the traditional PM function. However, the findings here show various scenarios that allow PMs to wrest control and become more of a “gate-keeper”. Ethnographic fiction communicates a sense of the PMs frustration with the conflict between the need to control and the desire for teams to take more responsibility.

Stories provide insight and communicate the experiential feel behind issues faced by PMs adopting Agile to surface useful knowledge. The objective is not how to measure knowledge, but how to recognize it. These reflections are valuable to fellow researchers as well as practitioners and contribute to the growing literature on Agile project management.

Those seeking information from the Internet often start from a search engine, using either its organised directory structure or its text query facility. In response to the difficulty in identifying the most relevant pages for some information needs, many search engines offer Boolean text matching and some, including Google, AltaVista and HotBot, offer the facility to integrate additional information into a more advanced request. Amongst web users, however, it is known that the employment of complex enquiries is far from universal, with very short queries being the norm. It is demonstrated that the gap between the provision of advanced search facilities and their use can be bridged, for specific information needs, by the construction of a simple interface in the form of a website that automatically formulates the necessary requests. It is argued that this kind of resource, perhaps employing additional knowledge domain specific information, is one that could be useful for websites or portals of common interest groups. The approach is illustrated by a website that enables a user to search the individual websites of university level institutions in European Union associated countries.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

Explains how SwapitShop works with brands to help them understand children and teenagers through promotions, loyalty programmes, digital interaction, direct mail, research and insight; it is an online auction‐based marketplace where youngsters between 7 and 18 use Swapits to buy and sell their own items and purchase showcased brand products. Introduces the Swapits currency, a reward and loyalty currency that children collect from promotions and advertising, including on‐pack, online, at POS, on TV, in the press and so on; the aim is that children understand how to manage their finances in a safe environment, while feedback is obtained from their buying, selling and searching behaviour, so that they know that their suggestions matter.