Teams sometimes consider to skip a retrospective meeting, when they feel time pressure, or do not see direct benefits of doing one. Next they question themselves if they have to keep doing retrospectives? Agile retrospectives help teams to learn and improve continuously, and there are valid reasons to keep doing them also with mature teams.
To stay competitive, enterprises look for ways to do innovation inside their organization. A first step can be to make time available which people can use to think about new products and services and discuss ideas and develop concepts, for instance with a dedicated “full-time” innovation team, by arranging frequent innovation time-slots, or by organizing short and intense innovation workshops.
The principle of “responding to change over following a plan”, is it a strength or a flexibility that can’t work in practice? For example, what about agile projects that had difficulties managing changes and customers who expect too much flexibility? Can agile not live up to its promises, or is it the way that teams and organizations have adopted agile that is causing the problems?
Microsoft has detailed their plan for a major reorganization. All OSes will be under one lead. Other engineering areas will be Apps, Cloud and Devices.
At GOTO Amsterdam 2013, Russ Miles did a lightning talk about building the right thing in 5 questions: the 4 questions from impact mapping “Why? Who? How? and What?” and one additional question “What assumptions underpin everything?”. InfoQ did an interview with him about building the right thing using simplicity.
Collaboration between business and IT can be a problem in enterprises. People are finding ways to better support the business needs and increase the business value of IT, using business IT fusion, DevOps or sociocracy.
Failed IT projects have a significant impact on the global economy, and on the public perception of the IT industry. Just how much is wasted on failed IT? In 2009 it was estimated to be over 6 Trillion USD. Not confident of those results Michael Krigsman got two experts to calculate the wasted funds and came to a "mere" 3 Trillion dollars.
Alan Sharp-Paul, co-founder of ScriptRock, recently highlighted the need to intelligently integrate DevOps and ITIL (IT Infrastructure Library) within enterprises. He argues that forcing in DevOps where ITIL reigns is a risky proposition. The role of ITIL and its co-existence with DevOps has been commented on by Patrick Debois and other authors.
In February 2013 a group of authors, speakers, consultants and practitioners met to identify the common elements in their approaches to focusing software delivery on business outcomes. The group identified some underlying principles and practical steps that organisations and teams can take to help ensure the products they "build the right product" to maximize business value.
On December 6th, 2012 Google stopped to accept new registrations for free Google Apps domains, that could be used for up to 10 users. Existing free Google Apps users can continue to use the service without any change. Google Apps for Business domains can downgrade to the free version till January 9th if they have no more than 10 users and fit into the reduced features set.
In his recent blog posting “Theory of Constraints and Software Engineering” Steve Tendon addresses why throughput accounting should be preferred over cost accounting in software development organizations. He also provides a simple model for throughput accounting that is applicable to software engineering.
Distributing the right applications and links to a user’s computer has always been a challenge. Login scripts tend to be fragile and tools that automatically install applications are often difficult to use. The increased use of personally owned computers and devices further complicates the story. Microsoft is attempting to fix both issues with Windows 8 and the Self-Service Portal.
A recent Forrester report gives evidence to the advance of agility into the business world. This article reviews this trend and some of its potential implications.
Is the Lean Startup movement another fad or a real source of value creation? The implications of the latter are extreme. If Lean Startup is a real way to achieve consistent success in new ventures then Eric Ries may have cracked the code toward persistent venture success and ultimately: wealth creation.
Historically, some product owners have prioritized backlogs by making pairwise comparison of projected economic return between two items in isolation. Successful Agile teams often take a holistic approach, accounting for risk, dependencies, and the complex interplay among and across backlog items.