It isn't unusual for a project team to believe that adopting a mix of waterfall and Scrum can deliver the best of both worlds. According to Steve, nothing could be further from the truth. In fact, Steve retraces a real project that quickly disintegrated into an absolute disaster.
Alan Crouch addresses the question most commonly raised by those who are new to security testing: "How does security testing fit in my QA process?" Alan explains that security testing shouldn't be limited to the QA process, but instead should be applied throughout the entire software development lifecycle. Read this FAQ column for suggestions on how to improve your chances for success in catching security issues.
The software development field has been consumed with process management ranging from inflexible, predictive waterfall all the way to self-governing, adaptable agile approaches. You probably already utilize a specific process methodology on your projects, but have you considered adopting an evolutionary learning cycle process framework instead?
This article is a departure from previous columns. Kenton and Ryan role play the stress and friction between a typical product manager and an engineering team lead. This article may make you squirm, but it brings out the issues of teams attempting to do the best thing from completely different perspectives.
With incoming priorities being requested by just about everybody, how in the world can you and your team prioritize? Brandon shows you some innovative techniques that you can use to turn chaos into order. One surprising approach is simply handling priorities on a first-in, first-out basis.
Whole team testing makes product quality everyone's business. It can also make people uncomfortable. Matt explains how this new way to approach project quality helps with leading retrospectives, conducting defect analysis, and mitigating project risks.
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.
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.
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.