Strategic advice to leverage new technologies
Technology is at the heart of nearly every enterprise, enabling new business models and strategies, and serving as the catalyst to industry convergence. Leveraging the right technology can improve business outcomes, providing intelligence and insights that help you make more informed and accurate decisions. From finding patterns in data through data science, to curating relevant insights with data analytics, to the predictive abilities and innumerable applications of AI, to solving challenging business problems with ML, NLP, and knowledge graphs, technology has brought decision-making to a more intelligent level. Keep pace with the technology trends, opportunities, applications, and real-world use cases that will move your organization closer to its transformation and business goals.
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With the US presidential election now being over, the results have been dissected by the pundits, political analysts, pollsters, and politicos. One of the most significant elements to emerge is the use of sophisticated analytics and Big Data -- in every aspect of both the Obama and Romney campaigns.
Paul McMahon exposes "the real underlying obstacles" to agile CMMI and also shows us what can be done about them. He further describes innovative ways to interpret and apply CMMI so that its practices actually make sense in agile settings. McMahon's real-world experience is recast to protect the guilty in a series of accessible cases of actually making it work.
When searching for inspiration, I turn to Charlie Parker.
Contrary to what you may have heard, organizations around the world are applying agile and CMMI together, and some are doing it effectively. Sadly, some are not as successful as they would like to be. In this article, I start by sharing some important results from several surveys that I've run over the years that explore how people are applying agile and CMMI in practice.
HOW ARE AGILE, CMMI, LEAN, ETC. REALLY WORKING OUT FOR MOST ORGANIZATIONS?
Let's own up to it. For most organizations, focusing on agile, CMMI, both, or any other methodology is still not producing the desired outcomes.
At first glance, agile and CMMI seem like oil and water. Agile, used for developing small projects with small teams with the least amount of process practically possible, would appear to be in direct opposition to CMMI.