Tool vendors love to promote research as part of the product marketing campaigns. While there can be valuable insights in their reports, a tool alone will not fix a broken practice.
Jama Software recently published a report written by engineering.com that declared:
“Despite the increasing complexity, only 15% of respondents relied on a dedicated requirements management system. This was either causally linked or a likely factor in the following reported negative outcomes:
Whenever you find a report like this on a software vendor’s site but not on the author’s it smells like research for hire. In this case though, these are not surprising results. IAG’s landmark 2009 study on requirements management maturity clearly identified that requirements management maturity was more important than your delivery method to project outcomes.
Apart from its age, the IAG report also suffers from one fatal flaw when it comes to selling software. They found that, “Forcing analysts to use a tool enforces a set of practices and standards on the organization that can be productive. In cases where the implementing organization uses the tool as a catalyst to also improve other areas of requirements capability, the activity can be seen as highly productive – and significantly impactful.”
The requirement that their customers need to do more than buy and implement the tool is a barrier to the sales cycle. As a purchaser, you need to make a significant investment in your business analysis practices and practitioners in order to get the benefits from tools such as Jama as well. This is not to say you shouldn’t invest in a tool, just be prepared to invest in the practice development and training required to build a better business analyst.
Traditional accounting practices are tailor made for waterfall project management. Organizations that have transitioned to the use of standing product teams using Agile and DevOps need to transform their accounting practices as well or they will leave valuable capital expenditure dollars on the table.
IBM is changing the terms of its ubiquitous Passport Advantage agreement to remove entitled discounts on over 5,000 on-premises software products, resulting in an immediate price increase for IBM Software & Support (S&S) across its vast customer landscape.
So you’ve gone Agile. You do daily scrums, retrospectives, and all the “right” Agile ceremonies. But still your organization isn’t quite convinced. It is now critical to balance the drivers and goals of both Agile and traditional thinking in order to achieve organizational success.
Do you feel like your Agile teams are treading water – going through the motions but never going anywhere? It’s a risk, and practices such as daily standups, retrospectives, and demonstrations need to be used wisely or you risk losing discipline to meeting fatigue.
Stakeholders expect the speed and responsiveness of product delivery does not come at the expense of quality. QA tools offer retailers the ability to continuously ensure both business and technical quality standards are upheld, but these tools should not be viewed as a silver bullet.
No matter how good your product roadmap and backlog are, they are only as good as your audience’s ability to understand your vision and priority.
The scrum master is like the conductor of an orchestra, ensuring that every piece fits together at the right time to create something greater than the sum of the parts. You don’t have to know how to play each instrument, but you do have to understand what each part contributes to the overall masterpiece.
Tools are important to product teams, but only when they support solid people and processes.
Aha! introduces scenario planning to give product owners the ability to create and compare multiple release approaches based on team capacity and backlog priority.