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  • Key Takeaways from DevOps Days Ljubljana 2015

    DevOps Days Ljubljana 2015 took place on the 3rd and 4th April and talks covered the full CAMS spectrum: Culture, Automation, Measurement and Sharing.

  • Evidence-Based Managing of Software Development

    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.

  • Getting People to Limit Their Work In Progress

    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.

  • Using Complexity Measurements to Improve Software Quality

    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.

  • Getting your Quality Management System Used

    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.

  • Concerns about Measuring Velocity for Team Improvement

    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.

  • Measuring the Value of Agile Adoption

    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.

  • Working with Investors as a Lean Startup

    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?

  • A Tool Atlas for the Enterprise Developer

    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.

  • How to Measure and Analyze Happiness

    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.

  • The Questions when Measuring Agile Adoption

    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.

  • What Agile Metrics Should We Report?

    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?

  • Sprint Burndowns - Are We Measuring the Wrong Things?

    Does a the traditional Sprint Burndown chart help the team? A number of Scrum teams find that tracking task hours hides the true state of the sprint and prefer other tools.

  • Estimating Business Value

    The traditional agile approach to prioritization is that user stories of higher business value should be implemented before ones of lower business value. The concept is simple, but implementing it well relies on having a mechanism to assess business value. Pascal Van Cauwenberghe has recently described an approach to defining business value, called "Business Value Modeling", which may help.

  • What is a Good Agile Metric?

    What is an appropriate Agile Metric? If traditional measures like: Earned Value, Hours Worked, Lines of Code, Code Coverage for Tests are not well suited to Agile Projects, then what is? What rules can we define that will help us choose good Agile metrics?

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