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  • Culture & Methods

    How Skyscanner Embedded a Team Metrics Culture for Continuous Improvement

    This article explains why Skyscanner decided not just to deploy a tool, but to think about this as changing their engineering management culture to being one that values and utilises metrics to drive greater improvement at scale. It shows how they evaluated tools to find one that would enable their teams and reinforce the cultural change that was the fundamental goal of this exercise.

    Ramsay Ashby Laz Allen
    on Mar 08, 2023
  • Culture & Methods

    Why is Everything So Slow? Measuring and Optimising How Engineering Teams Deliver

    As teams grow, they will slow down, but it should not mean that teams stop delivering value that can power future business growth. Avoiding excessive technical debt and ensuring systems are secure and performant becomes increasingly important. As an engineering leader, you can do things to be confident that your team is moving at the fastest and most sustainable pace.

    Steve Janaway
    on Oct 10, 2022
  • Culture & Methods

    Agile at Red Hat

    This article is a story of the conversion journey from FeedHenry, a startup from Waterford, Ireland, into Red Hat. It’s also charting the journey of agile as a whole in Red Hat, as this story is being replicated across the product suite that Red Hat offers.

    Leigh Griffin Brendan O’Farrell
    on Oct 23, 2017

  • Agile at the Office of Personnel Management

    In its attempts to modernize retirement claims processing the Office of Personnel Management had several versions of this project cancelled. The most recent of which used "requirements, design, implement, and test cycles to develop the system. During the testing phases, serious issues became evident". In trying again the director said that they weren't going to repeat the mistakes of the past.

    Richard Cheng
    on Nov 30, 2010

  • Introducing New Technology in Agile

    This article combines the case-study experience of the author and a general decision-making framework for agile teams facing the challenge of introducing a new technology, mid-stream in a project.

    Paritosh Ranjan
    on Sep 14, 2010 5

  • Confessions of A New Agile Developer

    This short article is a first-person case history of someone taking up Agility for the first time. It covers the problems and reactions that are common to most teams and most developers.

    Rahul Sharma
    on Sep 06, 2010 13

  • The Story of a Project

    Olivier Mallassi shares a story of a typical software development project, some typical problems and what he learned from Tom Demarco about addressing those problems, and an alternative story.

    Olivier Mallassi
    on Sep 01, 2010

  • Enhanced Detection of Malware

    This article, from Intel, discusses significant new threats to host agents, outlines a generic architecture for malware detection, based on enhanced cloud computing, describes how Intel platform technologies can be used to enhance computing solutions, and ends with a threat analysis of the approaches presented. Malware that masks its presence from traditional security agents is the article focus.

    Hormuzd Khosravi Divya Kolar Sunder and Yuriy Bulygin Carlos Rozas
    on Sep 30, 2009

  • Ruby on Rails case study: ChangingThePresent.org

    Bruce Tate, author and CTO of ChangingThePresent.org gives a glimpse inside the day to day operations of ChangeThePresent.org with a broad overview of how his team works, the technology trusted for production environments, tools, and most important Rails frameworks.

    Bruce Tate
    on Mar 26, 2007 9

  • Casestudy: IP Telephony Integration

    This case study takes at Litescape's IP telephone integration solution, from requirements through an architectural overview of their Java and .NET implementation, and then zooming in some interesting technical aspects of their project including phone integration with WebEx/LiveMeeting, integration between Java/.NET interop, HTTP vs. IPC communication between systems installed on the same machine.

    Scott Delap
    on Nov 30, 2006
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