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.
Many large enterprises struggle with annual project budgeting cycles; big up-front planning; arduous governance, portfolio, program, and project management and control mechanisms; and other systemic efforts that, while intending to establish more predictability/control and less risk, often do just the opposite. This can cause Agile initiatives to falter or to collapse under the weight of an unrelenting command-and-control mindset.
Software has been a crucible of management practice. Developing software requires a wide mix of types of work from mostly routine to highly innovative. For that reason, there is no one-size-fits-all solution to software development. While Agile does not fully solve the development management problem and is still evolving, there are important lessons we can learn from Agile principles for a wide range of business practices.
There has been a long-standing debate on what is the right ratio of developers to QA (dev-QA) on software engineering teams. Many managers face this debate on a regular basis. Some people argue that you need to keep a 1-to-1 ratio of dev-QA, whereas others say that you need no QA people on The Team and that developers should be responsible for the code they write.
This article explores some of the circumstances that have led to rampant technical debt and offers some suggestions on how they might be averted.
The rapid pace of technology innovation that characterizes the digital economy is altering established competitive landscapes, breaking industry barriers, and redefining the core parameters of customer relationships. Competing in this disruptive, digitally fueled business environment — and realizing the unprecedented growth potential of digital business — requires a level of agility and responsiveness that cannot be delivered by conventional business strategies and operating models.
In this Executive Update, we explore the implications of four imperatives to identify the key architectural characteristics and capability foundations that define a digital enterprise.