Organizations with .net development practices use Team Foundation Server (TFS) for source code management. TFS could be the heart of your Agile and DevOps practices if you used all the features you are paying for.
Microsoft’s marketing team must have been playing buzzword bingo when they rebranded the cloud version of Team Foundation Server (TFS) to Azure DevOps. Despite that, TFS and Azure DevOps are robust tools.
Product and development teams often only adopt a fraction of the extensive feature list that includes a configurable, seamless integration of product backlog, Agile team and work management, source code control, reporting, Kanban boards, continuous delivery, build and release, and much more. If you own TFS you should review the full feature set of TFS/Azure DevOps as soon as possible to see what you are missing!
The Agile Manifesto may have declared that we should value individuals and interactions over processes and tools. Note that this is not instead of tools. An integrated application delivery tool chain can be a catalyst for building an Agile, DevOps, and Product practice. You need to automate, but only as part of a whole transformation including culture, learning, integrated teams, metrics, and governance.
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.