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.
With twice the product in half the time™ being a generic goal for industry, what exactly is going wrong in today’s industrial environment? What stops or delays improvements in product delivery, despite embracing practices from Lean and Six Sigma? Why does it take years to get a new product out of the manufacturing plant? This Advisor seeks to demystify one of the myths that surrounds Agile product development: the myth that one way to optimize people’s time is to have them work on large batches: design the whole product, build a full prototype, test a full prototype, and design manufacturing only when the prototype passes all tests. The thinking is that this will reduce task-switching, eliminate mistakes, and achieve the desired high utilization of people. By planning the work in phases, we believe we can prevent problems in the phases that follow.
Cutter Consortium Senior Consultants Rick Eagar, Gregory Pankert, Raf Postepski, and Sean Sullivan discuss how the role of a CEO in 2019 is very different from that of a decade ago, primarily because traditional business boundaries are blurring while the pace of business continues to accelerate. The authors explore the changes in the CEO role and propose a new framework to help CEOs map the right strategic direction for their organizations.
In this, the final Update of the series, we summarize the ideas we have discussed with the goal of leaving you, the business analyst, with a starting point for the application of Agile principles.
One of the keys to a solid architecture is considering how your organization will test it. This is true not only from an end-to-end perspective, but also when considering areas like usability, performance, security, reliability, and resilience. You must make these investments in quality and testing transparent to your stakeholders and help them realize their value proposition.
Agile development is best known in the software world, where projects are easily understood as iterative. But until now, it hasn't been leveraged in developing industrial products. The new Industrial Agile Framework brings the benefits of Agile methods to industrial product development.
In this hour-long webinar, Cutter Consortium Senior Consultant Hubert Smits and Peter Borsella introduce the Industrial Agile Framework — a framework for applying Agile to physical product delivery (for example, cash registers, integrated circuits, cars, or …).
This continuation of my previous Executive Update series encompasses my experience with this method of project management beginning in 1992 and continuing with successive waves of improvements across five different organizations — two in the consulting business and three within university CIO offices. Here in Part IV, we look at metrics V3 and V4.
We cannot measure organizational agility from a simple definition. We must break down this definition into some measurable elements and build a measurement tool around those elements. Luckily for us, many scholars and others have worked on developing such tools. In this Advisor, we explore one of them.