InfoQ Homepage Culture & Methods Content on InfoQ
-
/articles/agile-soa/en/smallimage/image_hand_puppets.jpg)
Agile and SOA, Hand in Glove?
Agile is the hand that works in the glove. SOA is the glove, the scope is enterprise wide. Most principles of SOA and Agile are not in conflict. When they are, they keep each other sane. Agile development without a clear vision of the goals and objectives of the company is futile. SOA without a clear vision how to make it real using agile development principles is a waste of time and money.
-
/articles/meme-lifecycle/en/smallimage/rose.jpg)
The Meme Lifecycle
Julian Everett and Chris Matts describe an IT business case as a meme - one that is competing in the complex ecosystem that constitutes a market sector and show its implications. By taking this view of a business then an organization's short and long term strategies change and we get a completely different view of how and why current development practices exist and persist.
-
/articles/mysoa/en/smallimage/image_organization.jpg)
mySOA: Agile, Governed and Sustainable
William El Kaim, Lead Architect at Carlson Wagonlit, provides a rare glimpse at all the choices, and the rationale behind them, he and his colleagues have made while building their organization's Service Oriented Architecture. How does your SOA compare? What will be the major evolutions in the next few years? How will the Cloud impact current SOAs?
-
/articles/cohn-chapter8/en/smallimage/cover.jpg)
Book Excerpt: Succeeding with Agile: Software Development Using Scrum
This is a book excerpt from Mike Cohn's new book "Succeeding with Agile: Software Development Using Scrum". This article describes the primary adjustments individuals must make as they transition from traditional roles to Scrum. The focus is on how these roles change, rather than on a thorough description of each role.
-
/articles/agile-teamwork/en/smallimage/team_building_ring.jpg)
Agile Teamwork: The Leadership - Self-management Dilemma
Self-managed teams are unstable and are successful when the ‘Leadership – Self-Management’ dilemma is understood and dealt with. Too much central control destroys agility, inhibits creativity and resists change. Too much self-management leads to chaos and anarchy and destroys a team. A successful Agile Team operates as far along self-management as it can, without tipping over into chaos.
-
/articles/Dynamic-SOA-Fiammante/en/smallimage/cover.jpg)
Book Excerpt and Interview: Dynamic SOA and BPM: Best Practices for Business Process Management and SOA Agility
Boris Lublinsky interviews Marc Fiammante as part of a review of Marc' new book, Dynamic SOA and BPM: Best Practices for Business Process Management and SOA Agility. The book is based on many years of practical experience obtained during dozens of enterprise SOA implementations and covers major steps of such implementations
-
/articles/scrum-and-strategy/en/smallimage/scrum.jpg)
Scrum And Strategy
If Scrum is all about short term, how then do the strategy folks work in such an ecosystem? More importantly, how does it help business leaders make and live up to important commitments? Good questions, but there aren’t easy enough answers. Doesn’t all this make strategy and Scrum look like the two poles of a magnet, or even further – the two extremes of the planet?
-
/articles/QCon-SF-2009-Summary/en/smallimage/qcon.jpg)
Key Takeaway Points and Lessons Learned from QCon San Francisco 2009
This article presents the main takeway points as seen by the many attendees who blogged about QCon. Comments are organized by tracks and sessions: Turotials, Keynotes, Agility as a Craft, Architecture for the Architect, Architectures You've Always Wondered About, Cool Stuff with Java, DSL in Practice, Emerging Languages, The Cloud: Platform or Utility, The Many Facets of Ruby, and many more!
-
/articles/product-management-in-agile/en/smallimage/images_cartoon_charatcer.jpg)
How Product Management Must Change to Enable the Agile Enterprise
When development teams adopt agile, product management is often caught off guard by the amount of work added to their already overflowing plate. Agile calls for new skills, and traditional staffing models do not typically accommodate the new product owner role. Given that most product managers are overworked, how can they manage these new activities to derive more value?
-
/articles/flirting-with-customer/en/smallimage/image.jpg)
"Flirting" With Your Customers
All over the world, there are classes that teach people how to flirt. A German university even requires their IT engineers take a flirting class—not to attract a partner, but to learn how to interact more effectively in the workplace. Flirting means connecting with others, and connecting is the key to good communication. That is what the first principal of the Agile Manifesto is all about.
-
/articles/technical-challenges/en/smallimage/image.jpg)
Overcoming Technical Challenges for Adopting Agile Methods in the Enterprise
This article touches upon challenges to adopting agile methods within the enterprise and provided strategies for addressing them. Set up development environments in a consistent fashion using automated scripts and checklists, facilitate automated testing and continuous integration by using standard tooling and test data transparency, and ensure a stricter criteria for the done definition.
-
/articles/failed-agile-adoption-reasons/en/smallimage/AgileLenses.gif)
Why Agile Adoption Fails in Some Organizations
How often do you hear that a company attempting to adopt agile practices fails? This article examines and explains the often overlooked organizational reasons that agile fails, why it isn’t obvious, and some potential strategies for coping with organizational impediments. The article’s target audience is managers with budgetary responsibility although technical groups might also find interest.