Better Software Magazine Archive: Nov/Dec 2013

IN THIS ISSUE

Moving Beyond the Backlog: The Four Quadrants of Product Ownership
By Bob Galen

What do you consider the role of product owner in an agile development project to be? Bob presents a compelling perspective that a product owner has four distinct critical roles that can prove impactful to a team's success.

Achieving a Project's Benefits and Goals: How Change Management Can Help
By Kris Irwin

Studies have shown that leading organizations frequently have less than successful results when incorporating significant changes. Kris presents useful advice dealing with staff, communication, and what to do for the long term after the change takes place.

Usability Testing with "CAN I USE THIS?"
By David Greenlees

David introduces a unique approach for application usability testing. Each letter of the memorable "CAN I USE THIS?" will assist with test idea generation.

How Can I Develop the Ability to Collaborate?
By Bob Payne
Ryan Olivett

In this installment of FAQ, SQE Trainer Bob Payne and consultant Ryan Olivett answer one of the questions students ask them most often.

Using DevOps to Develop Reliable Software
By Bob Aiello
Leslie Sachs

How do we build more reliable, complex systems in a way that is both pragmatic and economically feasible? Many of the DevOps practices provide the key to building better software that can be maintained, upgraded, and supported from its first installation to its eventual retirement when the system is no longer required.

Requirements Reuse: Fantasy or Feasible?
By Karl E. Wiegers
Joy Beatty

Software development teams think nothing about reusing code, but what about requirements? The benefits include faster delivery, lower development costs, consistency across and within applications, fewer defects, and reduced rework.

PMO 2.0: Rebooting the IT Project Management Office
By Tony McClain

More companies are adopting project management offices, and with that additional oversight and structure, their impact can often miss the mark. Tony explains that a "kick in the pants" might be necessary for a PMO to get staff buy-in that delivers successful project results.

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