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.
This article describes the transition from a traditional HR world to one that fits the new culture of the Agile organization. Explore the shifts in recruiting, appraisals and reviews, salaries, and career tracks, and the difficulties facing anyone embarking on the Agile path.
This article takes agility out of its normal domain of product development into the world of research, where its use is not at all obvious. They outline the cultural blockers, note the obvious mismatches to ordinary agility, and describe how they adapted both the ceremonies of traditional agility and their own culture to form an effective final mixture.
This article describes what had to be done in a company of 2,000 people across 10 countries to introduce agility. It summarizes the company’s shift in three areas: from methods and tools to principles and mindset, from resource efficiency to flow efficiency, and from scattered experiences to continuous innovation. You will notice in the emphasis on first changing the mindset.
The road to automating software development is long and full of twists and turns. No doubt, there will be potholes and detours along the way. However, getting to the end goal now seems possible, if we travel a short distance at a time.
This Executive Update introduces a timely, new Agile event: consequence scanning. This event fits into an iterative development cadence and allows organizations to consider the potential consequences of what is being built — early and often. We explain the need to embed proactive and dedicated consideration of potential consequences within an organization’s product development and outline how best to do it with consequence scanning.
Agile is never done. Without a conscious commitment to sustaining new ways of working, teams can fall back into old habits. Plus, staff turnover or growth brings in individuals who weren’t part of the original shared commitments. Naysayers find evidence that something’s not working — one more reason to subvert change.
Statistical Project Management, Part V: Detecting Staff Overload Using the Herfindahl-Hirschman Index
Here in Part V of an Executive Update series on statistical project management, we explore a common metric used in economics and market analysis: the Herfindahl-Hirschman Index (HHI).
For decades, the commercial relationships between companies that provided software development services and their clients have been shaped by either fixed-price/fixed-scope or time-and-materials types of contracts. The drawbacks of both approaches have long been evident, but, nevertheless, both sides have learned to use them to protect their own interests. As we explore in this Advisor, an Agile ecosystem requires the creation of a systemic setup that works with the market, not just selected vendors.