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Can Your Project Succeed without Your Sponsor On Board? Project managers are tasked by sponsoring executives to complete projects successfully and provide timely communication if barriers arise. But what should a project manager do if the sponsors are the biggest barrier? If you can’t get the answers you need, is it a good idea to make your best guess and proceed? |
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Agile and DevOps Bring the Focus Back on Quality As companies move to agile and DevOps, silos are coming down and there is more interaction and collaboration among teams. Quality is also becoming everyone's responsibility for the entire software development lifecycle. Quality is more than just testing: Consider a quality value stream along the overall value chain. |
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Frameworks Are an Agile Leader's Best Friend With a framework in place, engineers can stop worrying about everything that framework does for them. Your team can focus on solving your business problems instead of building yet another solution to an old problem that's been solved before. Look around and identify the mistakes your team is making over and over. |
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Rethink Your Strategy to Innovate Inexpensively Many companies avoid genuine innovation for fear of making potentially complex changes without producing measurable results. But you can start small with internal changes that have limited scope and that deliver prompt solutions, so there's less upfront investment—and less risk. Here's how to innovate inexpensively. |
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Implementing Continuous Delivery in the Federal Government Federal agencies generally have more regulation, slower processes, and a command-and-control style of bureaucracy. How does it work when trying to foster agility and implement a continuous delivery model? Gene Gotimer relates his experiences and challenges with encouraging a culture change in federal government. |
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3 Steps to Transformational Leadership for Business Agility Building your agile organization only starts with developing software in an agile way. The next step is transforming your business with a customer-focused embrace of agile across the entire enterprise. Managers who want a truly agile organization must lead with focus, steer from the edges, and change the system. |
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You Can’t Rush Agile Change Too often, organizations try to rush agile change. It is usually because they want to see the business benefits of agile as quickly as possible. Unfortunately, change doesn’t work like that—you can’t rush it. In fact, trying to change too fast often results in no change at all. Here are some examples to avoid. |
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How Failed Agile Transformations Can Still Have Value Not all agile transformations are successful in the same way; in fact, it’s possible to get tremendous value out of a failed attempt. A team that doesn't end up fully transitioning to an agile framework can still borrow some lessons from agile development methods to improve their processes. |
