Steve Vaughn is a twenty-year survivor of the IT wars. He has worked a variety of organizations as a software developer, architect, and ScrumMaster. Steve has spent the past five years attempting the impossible—managing software developers. He is now using this experience to act as an agile coach and help develop high-performing teams.
If you are a software developer, you work in one of the most dynamic fields. You have to keep your skills up to date in order to stay marketable. But if your company is a “laggard,” how do you prevent being left behind?
We have all heard that agile requires a cultural change within a company, but what do these changes really mean? Agile is more about how a team approaches solving problems and less about the tools used to support that approach. Agile is really a mindset.
Since 2010, software developers have been the most in-demand professionals throughout the United States. In a market this hot, retention is even more difficult than finding talent, and developers are under an almost constant assault from recruiting agencies.
It is not uncommon for agile teams to be dispersed geographically. Team members can be spread over different time zones, states, countries, and continents. To address this dilemma, some companies believe they have found a solution in nearshoring.
The topic of healthcare is complex and breeds strong opinions on a variety of fronts. The one universal fact all parties agree on is that the state of healthcare IT is terrible. However, agile software methodology, with its focus on flexibility and speed, can change the face of healthcare IT.
While agile is almost universally hailed, the majority of executives only have a "superficial" understanding of the methodology. Steve Vaughn explains that this level of understanding by upper management is a serious impediment to the necessary culture change that needs to take place.
