Expert Guidance to Ensure Business 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 aspects of software have changed in the last few decades, particularly since the advent of personal computers in the 1980s, the World Wide Web in the 1990s, and the widespread use of mobile and cloud computing in the last decade or so. Other key changes have been the massive trend toward outsourcing and offshoring in the 2000s and the widespread use of social media beginning in the 2010s. We explore some of these trends in this Advisor.
Many Agile experts have written about integration and testing. Some debate about the goals, while others explore the tactics taken to achieve them. Most agree that integration and testing should be performed continuously and in an automated manner, if possible. However, this seems to be the extent of agreement. Debate arises over “who does the integration and testing — when, where, and why?” along with discussion about the most efficient and effective way to get the job done.
Here in Part VIII, we discuss the social and emotional cognitive aspects of projects.
Digital transformation is not an end point; it is just a beginning. By going digital, your organization is only entering the game. In this Advisor, we share some laws of software evolution and the market forces at play.
To some extent, pursuit of new technologies without a clear problem-to-be-solved is natural for basic research, such as for developing new materials. For applied R&D, defining the need to be met is essential, yet many times teams are not able to begin with a clear understanding of the user’s problem. Integrating the end customer into the team would clearly be ideal, but this is often not possible in large industrial development work (for software and non-software teams). So what’s a team to do to span the gap between its work and the customer market?
In this on-demand webinar with Cutter Consortium Senior Consultant Hillel Glazer, you’ll discover what needs to be “in your center” to ensure your organization is a high-performance operation. You'll learn how to become confident in your measures, find meaning in your results, and have realism in your goals.
Would your organization benefit from business executives who foster overall operational stability, while at the same time use a wide array of options for handling uncertainty? How about a line staff that is empowered to deal with routines decisively? Of course it would. With expert guidance from Cutter Consortium Senior Consultant Hillel Glazer, it can.
The authors examine how a limited view of digital transformation impedes organizations from fully benefiting from the new, Agile ways of working. They attribute this failure, fundamentally, to reliance on traditional architectural stacks where multiple teams and products rely on large, shared layers, and a change in a layer to meet the needs of one product may inadvertently break other products. To support a feature team–based organization, each team must have full end-to-end ownership of its stack, which consists of smaller, decoupled parts — microservices — that are loosely bound together. The authors advocate domain-driven design and the atomic design principle as the basis for enabling reuse.