Articles
The technical career ladder may be a quick climb, but what will you find at the top? Matthew Heusser looks at the lifespan, challenges, and opportunities of the modern tech career.
I recently wrote a short article on on StickyMinds.com about automation. After it was published I came across another related post by Jim Coplien which makes the point that automation should come after you have figured out your process.
As technology development programs represent some of the biggest line items on agency budgets, there should be little surprise that agile development, with its promise of a fast, lightweight, and iterative approach to delivery of value, has caught the attention of officials from across the government space as they seek to improve their programs’ productivity and effectiveness.
The temptation can be incredibly strong for managers—especially new ones—to step in when a technical problem arises. But, that isn’t a very good show of faith in one’s team members. Johanna Rothman writes that as a manager, you have to delegate a problem and leave it delegated.
Johanna Rothman writes on how she facilitated a project management clinic in which she overheard this statement: "We have a product owner who persists in changing the contents of the sprint during the sprint. This is difficult for us. It costs us to change the content." To Johanna, this is a huge pain and it is similar to multitasking.
Has the agile world’s insistence on collaboration blown away the need for testers to be independent? What do we mean by “independence,” anyway? Consultant Fiona Charles argues that tester independence is essential, but that it is a state of mind that can thrive only when the whole organizational culture supports it.
Livestock Improvement Corporation (LIC) is one of the largest integrated herd-improvement organizations in the world. This is the story of how LIC transitioned from a successful, traditional development process to one with hyper-productive agile teams that produce software faster, better, and cheaper.
Bob Payne speaks with Tom and Dustin regarding the work they have done to roll out agile within Nationwide.
Between extreme opinions of what is testing “overkill” and what is “essential,” there sometimes exists a reasonable middle path. In this field report, Payson identifies an example of risk mitigation and the evolution of the analysis that brought him there.
Test management is a generic process, yet much effort goes into developing tools in house to do this work. Learn the reasons for this phenomenon and suggestions for avoiding it.
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