Much like the practice of enterprise software delivery itself, traceability is complex and fast becoming one of the biggest technical headaches for organizations worldwide.
It’s easy to see why. Think of all those concurrent product lines. All those evolving features. All that mutable product information that specialist teams create and depend on during different stages of the process. Think of how the essence of Agile means requirements constantly evolve from backlog to deployed.
Business focus has changed today from process-centric to customer-centric and value-centric. The key priorities are faster time to market, improving efficiency through automation, providing real value to internal & external customers in order to stay competitive and cost effective. The age of digital transformation and innovation demand businesses to change and adapt faster. There are various best practices and frameworks available in the industry to guide companies with a set of recommended processes for efficient IT Service Management (ITSM).
ITIL, COBIT, ISO/IEC 20000, CMMI, MOF, IT4IT, DevOps, Agile, Lean, SIAM, VeriSM.
Happy Monday, readers! I’m getting back on track with reader question Monday once again. No more excuses about bad web hosting issues.
Today’s question is about test driven development. Specifically, it’s about test driven development when you’re trying to get a team to do it—a remote team. Here’s the question (directed at me some time ago on Twitter).
Ever feel torn between making a sensible decision and immediate gratification? You’re not alone. We like to believe that we’re rational and intelligent, making decisions in our best interest. Reality shows otherwise.
You might have noticed the term "Behavioral Economics" in conversation. Maybe you heard Richard Thaler won the 2017 Nobel Memorial Prize in Economic Sciences this past October. Or maybe you viewed our recent design thinking webinar with Damco and ADP.
Until recently, many jobs simply didn’t exist. Take a wind farm engineer, for example, or an e-learning course developer. The rapidly emerging technology creates new occupations and changes the way people work.There is also a good deal of jobs which are not new, but remain overshadowed and blended into various other occupations.
Surprisingly, project management wasn’t recognized as a distinct occupation until recent time – at least, not in the U.S. Department of Labor’s official statistics.
If you’ve set foot in the world of software you’ve probably heard the word "Agile" more times than you can count. You may have heard this word associated with constant collaboration, continuous delivery, releasing faster, adapting constantly, or any other "features of being Agile." It is clear that teams who are involved in all phases of the software development lifecycle are starting to adopt this "Agile" methodology as its increase in popularity continues to grow at a fast rate.
Earlier this year, over 5,000 professionals in Software Development, QA, and Testing responded to the SmartBear 2017 State of Software Testing Survey, and one of the most intriguing areas of the survey results was on this idea of being "Agile." Through this survey, we asked teams to categorize their development styles as either Agile, DevOps, Waterfall, Dependent on the Project, or Other and some results we found were expected while others were surprising.
As a Product Owner, you are responsible for Product Backlog management, stakeholder management, and forecasting. Therefore, you will probably use a variety of tools and techniques to track progress, manage expectations, and keep people informed. One of the tools that may come in handy for you is a product roadmap. Applying product roadmaps effectively can be challenging, however. The concept of a product roadmap is that it is a high-level, strategic plan, that describes the likely development of the product over a given period of time. The roadmap should support the products’ purpose and vision and it helps the Product Owners to keep their stakeholders aligned. The roadmap also makes it easier to coordinate the development of different products and it fosters transparency in order to manage customer expectations.
In a lot of organizations, I see that Product Owners are focused mostly on developing features and therefore, a lot of roadmaps are also dominated by features and functionalities to be delivered. The disadvantage of focusing on features too much is that there are always too many features that would add value, therefore creating a lack of focus on the vision and goals. By focusing on the features too much, the roadmap will turn into an overloaded product backlog, instead of a high-level, strategic plan for the products’ future development.
Here I am sitting in my hotel room while looking at my half-empty wine glass and the stars outside while preparing for my last Professional Scrum Master (PSM) class for the year 2017 and pondering about all of the classes I have facilitated over this year. PSM has been a transformational course for me because it has changed me by seeing how it has changed the life of many of my students.
Starting from the end of 2017, Scrum.org has put more emphasize on servant-leadership for Scrum Masters. After all, the Scrum Guide explained that the Scrum Master is the servant leader of the Scrum team and the organization to which she belongs.
I get a lot of reader questions about freelancing. People interested in freelance web development or freelance mobile development or what have you. I applaud the desire to go free agent, and I think you should do it. But I think you get a lot of bad advice about how to do it. Bad advice at a philosophical level, that is.
Today I’m not answering a specific reader question, though. Instead, I’m just going to talk about going freelance. I did this years ago and have had a good run. But I really wish I knew then what I know now. Hopefully, I can help you get to joy a lot quicker and in less roundabout fashion than I did.
Source : https://dzone.com/articles/be-a-freelance-developer-youre-asking-the-wrong-qu?utm_medium=feed&utm_source=feedpress.me&utm_campaign=Feed%3A+dzone%2Fagile
Project management as a concept can be extended to anything from running an enterprise to following a personal to-do-list. The idea remains the same throughout all of these activities and it’s only the scale that changes.
After working on Kanban Tool and with Kanban as our sole PM tool for a decade, we’ve come to associate project management with visual management. Unless the process is visually available and readable at a glance, no-one has a full view of what is going on.
