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 Executive Update explores the “why” of these questions and deep-dives into the solution.
Many organizations embark upon the “Agile transformational journey” only to find that what looked simple in the planning process is far more complex in reality. The complexity is in the degree and magnitude of the change and the fact that there is no single prescribed solution that works for all situations. Despite what many traditional consultancies advertise, there is no set pattern to success for senior executives to follow. As the DNA of each organization is unique, the reasons for market success and the strategic vision are distinctive, so the means to alter these formulae must be unique as well.
The main value of being increasingly agile is to allow the organization to realize its potential visions more quickly, with less investment, and with greater chances of success. To realize those visions, one must have abilities — both non-digital and digital. Digital abilities are information systems–enabling abilities that allow for agility. In this Advisor, we define digital abilities through a partial list of key abilities in the form of technologies, attitudes, and approaches we should adopt to become agile.
An Agile Development Framework for Business Analysts: Part VII — Verification and Validation Examples and the Assurance Layer
In Part VII, we continue to illustrate the concept of “assurance” for ADF artifacts and how it might be implemented using verification and validation. We make reference to a set of example artifacts and propose a more detailed assurance layer, which implements the ADF assurance view and reflects the ADF perspectives and views discussed thus far in this series.
We hope the insight provided in this issue gives you an enlightened perspective on the current and future cloud computing market and the guidance required to make well-informed decisions on the strategies and technologies that will provide your organization a competitive edge.
This article tries to take a very pragmatic viewpoint about cloud computing: what are the things we have learned? What do most reasonable analysts and users now agree on, as opposed to questions to which the jury is still out? What should you spend time worrying about, and what should you consider settled, for good or for bad? Finally, with various lessons learned, what should you educate your managers or clients about, so they don’t waste their time or yours?
A truly successful digitization project will change a company to its core. Thus, product-to-service transformation is probably the best example of the pervasiveness of digital technologies.
For a scrum team to be successful, it is important to learn of and solve problems as they occur. As we work together, we express how we’re doing, what’s in our way, and our concerns so they can be addressed. It’s an ongoing process of improvement from sprint to sprint. There are as many team dynamics as there are teams, so sometimes getting started is awkward if people feel uncomfortable opening up. As we explore in this Advisor, sustained success demands a brave willingness to be “all in.”