Expert Guidance to Ensure Agility & Top-notch Systems & Software
Make your software, systems, and software organization a source of sustainable competitive advantage in an era characterized by constant change. Cutter’s community of international experts provides a steady stream of alerts, updates, reports, and virtual events to keep your teams on the cutting edge of new developments in software engineering excellence, product management, and enterprise agility.
Speed is the new currency of business; customers are expecting organizations to deliver changes and new products at a faster pace. If you’re not going fast enough, you can guarantee that you will be choking on the fumes of organizations that are. New startups are forcing companies to rethink the way they deliver change, but the delivery of the best designs remains an issue. Whilst you may now have your design plainly articulated around the needs of people and outcomes, there is still the matter of resolving the delivery challenge.
I no longer think of technical debt as a problem. It is a symptom — a symptom of deeper system problems in our organizations. Trying to fix technical debt by simply fixing the code is like bailing a boat that is taking on water. It is likely necessary, but it won’t stop the water coming in. We need to find and fix the root causes of the technical debt.
Agile can mean different things to different people depending on the context in which it is being discussed. This Advisor shows four different aspects in which we can understand and use Agile in practice: "learning," "doing," "embedding," and "being." Each of these four words can also represent four phases for adoption and transformation of an organization to Agile.
As a CIO, you need to not only understand and embody the many aspects of leadership needed by your organization, but to mentor, coach, and propagate these leadership behaviors all the way down the line to the individual performers within your team. As the examples in this Advisor demonstrate, leadership is required at all levels within the organization, but at different levels, different aspects of leadership become more prominent.
In this Executive Update, we discuss why IT professionals must become more T-shaped, what it means to be more T-shaped, and how mid-career technology professionals need to continue to grow in their career in order to thrive in this rapidly changing world. We will also discuss how an executive understanding of this concept can be incorporated into business today to drive greater flexibility and value in the future.
Agile implementations at scale involve many teams working in a coordinated way with the intent of affecting a broader set of business priorities and capabilities. At the portfolio and program level of such an implementation, it is critical to ensure that the value produced at the team level is aggregated into a broader set of deliverables and business outcomes that support a value stream.
What is technical debt? Consider the metaphor of running through mud. There are two consequences of running through mud. One of them is low speed, because the mud has high friction; therefore it slows you down. The second consequence is that mud is much less stable, making it much easier to injure yourself, such as twisting your ankle or falling. These consequences are metaphors for developing with systems that have high technical debt. Everything else about the systems is harder to do, slower, and more dangerous — there is a higher risk of failure in production, and the systems will be harder to maintain.
During this on-demand webinar, Cutter Senior Consultants Murray Cantor and John Heintz introduce a process for applying next generation agile planning to your software delivery process, so you can gain an accurate view of your current status, make modifications where necessary, and improve your odds of success.