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.
Can a method like EVM, developed to control projects with well-defined objectives, be applied to control product development initiatives that evolve continuously toward a “moving target”? In an Agile environment, we are faced with the dynamic evolution of a finite boundary of integrated scope, cost, time, and resources; this finiteness — essential for business management and decisions — is the cradle for project management techniques, tools, methods, and frameworks. The EVM method was first developed to help with managing complex R&D projects mostly characterized by an unstable, volatile, and evolving scope. It is therefore no surprise that EVM applies to Agile projects.
Agile adoption often goes hand in hand with abandoning the so-called traditional methods of project management and software engineering. This comes from the idea that Agile approaches originated from a point of rupture with traditional methods and, hence, must not inherit any of their characteristics. However, most traditional methods, tools, and techniques were devised to address legitimate and universal management questions, which happen to be present in Agile initiatives as well and therein continue to require a project management answer. This Executive Report discusses how the earned value management method can be adapted to fit into an Agile product development process, and thereby deliver the required controls essential to achieve business value and stakeholder expectations.
Internationalization and localization are important steps in distributing and deploying systems to different regions of the world. Internationalization refers to the process of engineering a system such that it can support various languages and regions without further modification. Localization refers to the process of adapting an internationalized software system for a specific language or region.
This Advisor shares some easy-to-implement actions your organization can take to meet the digital transformation challenge, specifically by applying Agile and Lean concepts.
Helping a shorter person put a bag in the overhead compartment, organizing neighborhood cleanups, or starting petitions to change government — these small acts of leadership happen every day, forming the glue that holds civil society together.
Enterprise architects and IT executives recognize the problem of technical debt, but what do they do without the resources and funding to deal with it? They need tools and techniques to communicate the problem to their stakeholders and engage with them.
The best way forward in handling the challenge of big data application in practice is to approach it from a business rather than technology (or analytics) viewpoint. Such an approach is strategic: multidisciplinary, holistic, and with a long-term focus — something that may not always be at the forefront of issues confronting struggling businesses. Big data adoption in a strategic manner requires financial investment, senior management involvement, understanding of risks, and a certain level of process maturity in the organization. This Executive Update presents the outline of a strategic, holistic approach to big data adoption in an organization that helps overcome the current lacuna in the strategic space. This approach is based on the Big Data Framework for Agile Business (BDFAB).
AI systems (and robots) have the potential to make changes to our society that are as sweeping as those of the Industrial Revolution. Many jobs done today by people will become jobs that robots and AI can do better.