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  • Culture & Methods

    How Developers Can Learn the Language of Business Stakeholders

    This article explores how business stakeholders and developers can improve their collaboration and communication by learning each other's language and dictionaries. It explores areas where there can be the most tension: talking about impediments and blockers, individual and team learning, real options, and risk management.

    Anna Radzikowska
    on Jul 04, 2019
  • Culture & Methods

    What Does Company-Wide Agility Imply?

    Self-organization, transparency, constant customer focus, and continuous learning: these are the four values that drive company-wide agility. InfoQ interviewed Jutta Eckstein and John Buck about how to apply a combination of Beyond Budgeting, Open Space, and Sociocracy to support these agile values, and what benefits this approach can bring.

    Ben Linders
    on Dec 11, 2017

  • How to Remain Agile When You Have to Sign a Contract?

    Agile development based on a contract that has been accepted by lawyers seems impossible. The nature of traditional purchasing and contracting processes does not match the Agile principles. This is a case story of how a supplier cooperated with a client to develop a huge project in an Agile way, by cutting it into smaller pieces and prepare a matching contract based on mutual trust.

    Peter Horsten Paweł Bejger
    on Jan 29, 2015

  • 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.

    Jutta Eckstein
    on Sep 02, 2013

  • 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.

    Ben Linders
    on Jul 18, 2013
  • Culture & Methods

    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.

    Ben Linders
    on Apr 10, 2013

  • 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.

    Marcin Niebudek
    on Jun 30, 2010

  • 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.

    Intel
    on Apr 01, 2009

  • 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.

    Jim Highsmith
    on Aug 09, 2006
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