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  • MLConf NYC 2014 Highlights

    The MLConf conference was going strong in NYC on April 11th and was a full day packed with talks around Machine Learning and Big Data, featuring speakers from many prominent companies.

  • Planning and Controlling Complex Projects

    Planning and budgeting large projects is often based on trying to predict how development will turn out. Stories are estimated by the development team, but the budget for the whole project is independent from those estimates. Especially for complex projects this leads most often to (unwanted) surprises. Insights from beyond budgeting can help to increase flexibility, and focus on business value.

  • Book Review and Interview with Brian Wernham about Agile Project Management for Government

    The book agile project management for government gives cases of agile in Ggvernmental organizations. Brian Wernham describes agile leadership behaviors, based upon the agile manifesto, and give guidance for adapting agile in governmental organizations. InfoQ did an interview with Brian about his book on agile leadership and how to apply practices from Scrum and DSDM in governmental projects.

  • Interview with Michael Azoff from Ovum about How To Create the Agile Enterprise

    Large enterprises face three challenges: to innovate and act as a start-up, to use a budgeting process that keeps the organization’s strategy in touch with changing market conditions, and to transform the whole IT department to agile. Principal analyst Michael Azoff explains Ovum’s view on creating an agile enterprise.

  • Agile Team Meets a Fixed Price Contract

    Fixed price contracts are evil - this is what can often be heard from agilists. On the other hand those contracts are reality which many agile teams have to face. But what if we try to tame it instead of fighting against it? How can a company execute this kind of contract using agile practices to achieve better results with lower risk? This article will try to answer those questions.

  • "SOA Governance" Revitalized

    This article by Miko Matsumura discusses why people are pursuing SOA, whether SOA is dead, what SOA Governance is, what the relationship is to SOA itself, how it differs from management, how SOA differs from integration, and why SOA and SOA Governance continue to be significant issues for the Enterprise.

  • The Problem of Power Consumption in Servers

    Power consumption by servers is of increasing concern to business and IT management. This Intel article discusses the sources of power consumption as a function of server form factor and workload; power consumption of other components, power supplies and conversion, plus heat generation and cooling demands. How to estimate consumption and design factors affecting consumption are also covered.

  • Standish: Why were Project Failures Up and Cost Overruns Down in 1998?

    Following InfoQ's August interview with Jim Johnson, creator of the CHAOS Chronicles on project failure, one important question remained: how does the Standish Group explain the amazing change in cost overrun from 189% in 1994 to 69% in 1998? In an excerpt from this month's CHAOS University newsletter, Johnson refers to events in 1996 that changed the complexion of project planning and execution.

  • Agile Alliance Survey: Are We There Yet?

    Diana Larsen, a member of the Agile Alliance Board of Directors, leads a lot of retrospectives... So, it's not surprising that, when she asked herself "Where is Agile going now?" her response was to run a retrospective of her own. She circulated a survey to the other Agile Alliance board members, and has compiled a picture of the trends they're seeing in the Agile world.

  • Interview: Jim Johnson of the Standish Group

    Jim Johnson, founder and chairman of the Standish Group, took time out from his vacation to talk with InfoQ editor Deborah Hartmann about his research, and the role of Agile in changing the IT industry. Johnson is best known for creating the CHAOS Chronicles: 12 years of independent research on project performance, including data on over 50,000 completed IT projects.

  • Executive summary - An Adaptive Performance Management System

    Traditional thinking has turned budgets into fixed performance contracts forcing managers at all levels to commit to specified financial outcomes, although many of the underlying variables are beyond their control. In this Cutter Executive Summary, Jim Highsmith offers an alternative for the adaptive organization: a project performance management system and a team performance management system.

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