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.
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.
For technology-dependent products, companies, institutions, and even societies, sustainability depends on learning how to manage technical debt. Like most transformations, incorporating new practices into our organizations will likely be an iterative process. We already recognize the problem, and researchers are making progress, albeit mostly on technical issues. This Executive Update proposes a policy-centered approach to the problem. It begins with a principle that can serve as a guide for constructing technical debt management policy, and then shows how to apply that principle to develop nine recommendations that enable organizations to manage technical debt effectively.