Managing early-phase risks is akin to laying a solid foundation on which future project success can be built. The central theme of this article is to identify and create an awareness of major risks that can have a deleterious impact if not managed well—and propose some practical steps to manage them.
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Start your agile development team with the mantra: No manual test cases! Quality comes from collaboration and rapid feedback, not documentation. Let’s take a look.
Every project manager is familiar with the project management triangle, comprised of scope, time and cost. Quality, resources and risk are additional factors that must be accounted for to achieve project success. The focus here is to understand how these constraints are still relevant in the age of agile.
Management philosophy believes that what is measured gets managed. Hence, metrics suggest whether the process is in order or needs external interference. They form the basis of control in any organization. Learn more about the key features of effective metrics.
Quality has always been the key factor in successful project management. The philosophies of lean, agile and kaizen are proving to be key enablers of delivering quality products and services consistently.
A quality audit determines a level of conformance to requirements of a system, process or product. The requirements can be company policies, standards and procedures, or norms and regulations. This article contains general information about quality audits, as well as rules to follow for both auditors and auditees.
IT application development projects can be challenging and stressful. The efforts of the successful team need to be recognized and celebrated. In this article, the author makes the case for greater celebration of application code and the coders who write it.
Commitment to quality and implementation of programs aimed at process improvement are becoming focal points to increase overall performance. The incorporation of total quality management (TQM), a leading management philosophy, with strategic planning is natural and inevitable.
One common failure pattern in creating agile development teams is taking a regular software tester, assigning them to the new team and expecting them to perform in new ways that elevate the team to high performance. What does a good agile tester look like? What should we expect of them? And how do we find them?
Though there is lot of bias toward increasing velocity every iteration to release more features faster, if there is no attention to quality, the system will soon become fragile—and will not be able to house scope changes in the future. How do we balance these forces?