In the quest of software excellence, IT organizations try various approaches across different phases of an application's lifecycle. However, two areas that are often neglected are requirements management and testing.
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For 2019, the expectation of the CEO and their leadership team will be that the CIO demonstrates decisive leadership, momentum and innovation that drive value to both the top and bottom lines.
In this article, the author will highlight the elements that she as a project manager continuously focuses on as we embark on the DevOps train of continuous delivery.
In a typical software development project, gathering and managing requirements is a common process. But what about IT infrastructure projects? Do they have specific requirements beyond the architecture diagram? Here are five lessons learned from an infrastructure project that struggled with missed requirements.
After experiencing several successful projects (and some less so), this practitioner wanted to share his tips on the management of technically complex ones--projects that contain enough complex functionality to make it difficult for the executing organization to deliver.
In most IT circles, the mere suggestion of marrying agile and waterfall application development models into a seamless hybrid would be scoffed at. But there is merit to the concept.
Especially in agile programs, the program architect and the program manager work together to provide business value to the organization. It’s difficult, intense and fun...and full of some myths that need clearing up.
Agile methods deliver many benefits in terms of their flexibility to cope with changing requirements and priorities. However, this adaptability and reluctance to be tied down on scope can create contract problems when trying to form supplier agreements or outsource work. Part 1 of our two-part series covers the challenges of agile contracting and offers some of the packaged solutions created so far.
Part 1 of this two-part series introduces the agile engineering principles and practices that, when implemented, enable some teams and their respective organizations to build high-quality software very quickly that will please customers. Organizations embracing these practices--when used in conjunction with agile and lean management practices--can gain delivery advantages on their competitors while managing lower maintenance and support costs in the long term.
In Part 1 of this two-part series, we introduced the agile engineering principles and practices that--when implemented--enable some teams and their respective organizations to quickly build high-quality software that pleases customers. In Part 2, we focus on the tools that support agile engineering and provide you with a guideline for getting started.