When a company makes the move from software as a service (SaaS) to an API-first platform, a change in mindset is required. The successful transitions come from those who shift from features to flexibility. Technology teams should look to remove constraints and broaden the possibilities of their platform by constantly exploring ways to make their platform as flexible as possible.
In this excerpt from Leadership, Teamwork, and Trust: Building a Competitive Software Capability, Watts Humphrey and James Over explain why these changes must be a high priority for software companies and other organizations for whom knowledge is a valuable asset.
Agile's core principles may have been originally intended at the software development, but the concept of DevOps has shown that agile's benefits can be experienced by a much larger audience. Collaboration between these two departments benefits just as much as anyone.
Agile software development is designed to thrive within even the most dynamic business and technical environments. All agile methodologies include integrated practices and processes that manage evolving requirements to efficiently develop a continuous stream of new software capabilities. However, what Agile does not address are changes related to enterprise support that falls outside the scope of the project work. Enterprise Change Management (ECM) provides a framework that addresses many of these missing factors.
In this FAQ column, Arlen Bankston highlights the difficulty many companies have making the full transition to agile, straddling between waterwall ways and the new horizons of agility. Arlen provides techniques that can enable companies to ease into the transition, allowing their organization to make the adjustments without the burden of large plans and commitments.
A key characteristic of agile is that a team self-organizes to best fit the workload. This, according to Maria Matarelli, can be more difficult than the more traditional approach of a project manager simply telling the team what to do.
Many of us work for organizations that claim adherence to agility, yet in practice aren't even close. Agile is definitely here to stay, and if you haven't caught the wave, it is only a matter of time before you do. Brian Rabon presents insightful techniques that can help you become more agile now.
The cloud and the rapid migration to mobile devices and the Internet of Things have made traditional software licensing schemes obsolete. Omkar describes new software monetization based on business, pricing models, and usage.
Jay and Danielle talk about their presentation at Agile Development and Better Software Conference West 2014, why teams should care about their mainframe systems going agile, the role of legacy tech in an agile world, and some ways that teams can modernize their development practices.
In this interview John Holmes and David Nielson talk about their upcoming presentation, what it takes for your organization to really go agile (and to stick with it), the role of technology in organizational changes, and the importance of marrying your agile and Scrum with change management.
The IEEE 829 Test Documentation standard is thirty years old this year. Boris Beizer’s first book on software testing also turned thirty. Testing Computer Software, the best selling book on software testing, is twenty-five. During the last three decades, hardware platforms have evolved...
Committed to covering the latest tools, trends, and issues regarding software development approaches, plan-driven development methods, and process improvement programs, Agile Development & Better Software Conference West offers their 2013 interview series.
Committed to covering the latest trends and approaches for anyone investigating or implementing agile development practices, processes, technologies, and leadership principles, Agile Development & Better Software Conference West offers their 2013 interview series.
When Keith Klain took over Barclays Capital Global Test Center, he found an organization focused entirely on managing projects, managing processes, and managing stakeholders—the last most unsuccessfully.