Many professionals in the software industry chose to pursue software to avoid business schools and MBAs. In this article, Payson explains that some of that "Business BS" can be useful both tactically and strategically to software project managers.
We live in a consumer-oriented society, where we are taught to expect that everything that we buy or create must be the best. Clearly, quality is considered to be a top-selling feature in many of the products that we buy. But what if it shouldn’t be?
Analysts determine what needs to be created. Programmers create it. Testers find the holes in the work of both. That's one way to do it, but all three can collaborate to do these things better, and more easily, too.
Many people realize that the technical debt spiral is a perverse incentive—it ends up rewarding behaviors we don't want and causing long-term pain. In this article, Matt Heusser moves beyond cliché to talk about how tech debt happens and what we can do about it.
Most managers would consider management far too complicated to script. But the five key components of management—planning, staffing, organizing, directing, and controlling—are practiced just as often in testing. So, let's see some of those management scripts.
Most management and change management methodologies assume a traditional environment—one in which the time between changes is much greater than the time required to adapt to each change. In fluid environments, the next change event happens before we can finish adapting to the last one, and sometimes even the one before that.
How many times have you heard the phrase "works as designed" used to describe software that is flawed and in some cases not fit for use? While "works as designed" has become an acceptable response for some, for real professionals, it's not.
Are your planning and analysis activities synergistic? Is their total effect on your project greater than the sum of the two activities? When done hand in glove you’ll see how planning and analysis can help groom your backlog and enable you to continuously deliver valuable software.
Having trouble starting projects, understanding scope and business processes, or with estimation? Mark shares some tips and techniques to avoid common business analysis pain points at the early part of a new project assignment.