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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.

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Chief Data Officer 2.0: Managing the New Data Challenge

by Michael Atkin

Michael Atkin depicts the conflicting demands on the CDO, who must cover “operational data management” as well as “data management for analytical insight.” He shows how caring for the quality of the data, understanding its provenance and pedigree, minimizing the transformations, and adding semantic understanding of the data are part of the new responsibilities of the CDO 2.0.

Executive Update

An Agile Development Framework for Business Analysts: Part V — DevOps and the ADF

by Robin Harwood

In this Executive Update, we briefly revisit some earlier lifecycle development models and examine the historic move away from waterfall to DevOps via iterative/ incremental and Agile development approaches. In doing so, we push the Agile envelope a little further and consider some trends that affect business analysis and requirements specification and examine the implications of the Agile development framework for business analysts (BAs) when working within a DevOps regime.


Agile Team Tips: Maximizing the Value of Backlog Grooming

by Donald Reifer

This Advisor — one in a series of “Agile Team Tips” — describes the benefits of backlogs and backlog grooming.

Figure 1 — The container lifecycle.

Microsegmentation and the Cloud Ecosystem

by John Collins, by Sunita Lodwig

Data centers that support today’s cloud systems must implement extensible networks based on technology that allows them to scale in an Agile, cost-effective fashion. Market trends include customer microsegmentation analytics supported by communications service providers that leverage microsegmentation analytics to improve customer retention, revenue generation, and customer experience.

big data
Executive Update

Transforming Business Processes via Big Data Strategies

by Bhuvan Unhelkar

Value is the main interest in big data. Extraction of value from big data transcends both analytics and technologies. Value is highly dependent on the “context” in which data is analyzed and used. The Big Data Framework for Agile Business (BDFAB) is my comprehen­sive approach to big data adoption, which includes (among others) a module on business process modeling (BPM) and business analysis (BA). This module considers modeling and optimization of business processes as highly relevant and crucial in deriving value from big data. 

Executive Update

The Road to Organizational Agility: Where’s the Starting Line?

by Claude Emond

Agility does not come easily; it is more a question of culture and values than a question of using specific methods and tools. Using a self-assessment tool, this Executive Update describes how organizations can measure their agility.

Figure 1 — Double-linking structure for hard-wired feedback.

How Can Organizational Structure Ensure Alignment and Equivalence?

by Jutta Eckstein, by John Buck

If you are with a conventional company (probably one established before 2010), it’s very likely that you have a command-and-control structure with a board dominated by shareholder representatives and operationalized starting with the CEO. There may be many levels of command, down to section- or unit-level supervisors. This structure is time-tested, beginning with the Pharaohs of Egypt! It has the advantage of clearly delineating authorities, responsibilities, decision-making roles, and accountabilities.


An Agile Development Framework for Business Analysts: Part IV — The Process Dynamics of the ADF Toolset

by Robin Harwood

In this Update, we examine some of the more temporal aspects of using the ADF activities as part of a systems development process. We begin by revisiting the ADF activity structure and, by choosing an example development process, examine how the activities that comprise that process exchange information. We shall then look at the viability of a typical development sprint timescale in being able to accommodate all the activities necessary for large, complex development involving business analysis.