This first post in the series on leadership fit for the 21st century covers the talk given by Hendrik Pothof from ING and Michael Bres from Axis into Management about leadership challenges in an agile environment.
InfoQ interviewed Boris Modylevsky about the importance of measuring code quality and how measurements can be used to improve quality, integrating static code analysis in continuous integration, testing coverage and test automation, and the benefits that continuous integration with integrated code analysis and test coverage can bring.
At the Agile Tour London 2015 Doug Talbot gave a talk titled "Do you know how fast you're going?". InfoQ interviewed him about difficulties with estimation and planning, the measurements that agile teams use, objectively measuring productivity, his view on the #NoEstimates movement, and asked him for ideas that can help teams to make measurement more meaningfully.
DevOps Days Ljubljana 2015 took place on the 3rd and 4th April and talks covered the full CAMS spectrum: Culture, Automation, Measurement and Sharing.
If organizations want to make informed management decisions to maximize the delivered value they will need to gather evidence about value says Gunther Verheyen. InfoQ interviewed Gunther about evidence based software management and finding evidence, how Scrum relates to evidence-based managing, challenges in scaling agile, and advice for enterprises that want to adopt Scrum.
Kanban talks about limiting work in progress (WIP) as a way to manage workflow. “Limiting WIP is hard enough, but selling it can be nearly impossible” said Jim Benson. At the Lean Kanban Central Europe 2014 Conference he talked about how to convince others to limit WIP.
Complexity is a direct indicator of software quality and costs: if the complexity for any code is high, the quality of that code will be lower and it will cost more to manage it. Complexity measurements can be used to estimate development and test activities and to decide where refactoring is needed to improve quality and prevent problems.
Creating and maintaining a Quality Management System (QMS) can be difficult, certainly when organizations have multiple product lines where different regulations and standards are applicable. InfoQ interviewed Willem van den Biggelaar about the benefits of having a QMS, dealing with multiple regulations, assuring adherence, how a QMS can support agility and deploying a QMS in an agile way.
Agile teams measure the velocity of their sprints. It helps them to plan and track their progress and provides insight for product owners to plan product releases. Can teams also use velocity data when they want to improve themselves? Several authors have written about velocity and shared their concerns on measuring velocity to improve the productivity of teams.
When defining a business case for adopting agile, the question can arise how you can measure the business value that can be delivered using agile software development.
Entrepreneurs using lean startup can work with investors to raise capital for their business. Business plans from lean startups often differ from traditional startups and lean startup encourages learning from failure and to pivot, which might scare off investors. Can entrepreneurs and investors together use the lean startup approach to do fundraising?
VisionMobile has created an interactive map of more than 500 tools covering all aspects of enterprise software development: integration, development, testing, deployment, measuring, and marketing&monetization. The map provides a few descriptive paragraphs outlining the strengths of each tool, the idea being to offer developers a quick guide for choosing the right tool for the job.
Companies have reported that focusing on things that make their employees happy can give benefits. But how can you measure and analyze employee happiness? Some insights in the why of happiness, and the results and lessons learned from those who used it.
There have been numerous attempts over the years to determine the best way to measure the effectiveness of an Agile adoption. Some recent articles have reignited the debate around the most useful metrics.
Good measurements support good management. So what metrics should be sent up through the management chain so management can best support Agile software development processes?