Get the software engineering slant on items from the recent news.
One man's love/hate relationship with index cards, a common tool of the Agile trade.
Turn to The Last Word, where software professionals who care about quality give you their opinions on hot topics. This month, find out why Karl Wiegers thinks that Agile development is not to be undertaken lightly.
We're pleased to bring you technical editors who are well respected in their fields. Get their take on everything that relates to the industry, technically speaking. In this issue, guest technical editor and Agile authority Mike Cohn explains how Agile development could help you recognize and overcome constraints that you never may have considered before.
Collaborative projects are a cornerstone of Agile development, but how can you recognize individuals for team work without spoiling team unity? Learn how to dole out praise and rewards without leaving a bad taste in everyone's mouth.
What if, instead of using tests to try to break software, we used tests to make software? That's the vision of storytest-driven development. We spoke to people who spend each day turning wishful thinking into working products. Find out how they do it.
For some, a radical shift to Agile is out of the question. That doesn't mean that you can't take little pieces of the Agile philosophy and incorporate them into your traditional development scheme. Find out how even small changes can bring about big improvements.
IT budget cuts always seem to affect testers first. If we don't think we are being valued, then maybe it's time to speak up -- not just at budget time, but all the time. In this week's column, Linda Hayes says to make yourself visible, make yourself heard, and make sure your value is communicated and understood. Realize that you are, in effect, raising money from your company to pay for the time and people you need.
Do you know how your work affects the bottom line? In this week's column, Esther Derby explains that taking more time to communicate company strategy to everyone on your team is an investment, which will save you time in the future. When people can connect the dots from their job to company success, they'll be better equipped to make decisions and set priorities.
For one reason or another, team members don't feel safe reporting bad news that marks the delay of a project. No one wants to take responsibility for the set back, so the blame is passed down the production line. At this point, the blame game is in full swing. In this week's column, Peter Clark refers to this game as Schedule Chicken. His commentaries on the game's development reveal strategies that perpetuate delays. And this game only has losers: the project and the customer.
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