Intake and backlog management are two of the top reasons for failed product and feature delivery. Without a firm understanding of what is truly being asked, the value a request is intended to bring, and the organizational risks from delivering the change, IT will not be able to make confident delivery commitments and ensure benefits are realized. Skop.es brings the analytical and management practices to visualize, quantify, and verify and validate the delivery of the right requirements.
Skop.es provides a number of key features to better understand the value projects will generate for the organization and provide data-driven insights on successful or struggling deliveries, such as:
Compared to other requirements gathering and management tools (e.g. IBM Rational DOORS, Visure Requirements) and project management tools (e.g. Microsoft Project, Micro Focus Project Portfolio Management), Skop.es offers a free basic version of its solution with premium features available at an added cost. This gives organizations the opportunity to cement good practices with this tool before fully investing into their suite.
However, Skop.es does not provide key features to visualize product experiences or manage deliver progress, such as the requirements visualization (e.g. end-user process flows), Agile/iterative methodology compatibility, and end-to-end traceability of requirements through all of the artifacts in the delivery pipeline. The integration capabilities of Skop.es with other product delivery and project management tools is unlcear, which is a necessary component of today’s application lifecycle management environment. In some aspects, Skop.es resembles more of a project management tool with some product management capabilities than a requirements management tool.
Skop.es promotes value and benefits thinking in upfront analysis before significant investments and delivery commitments are made. The out-of-the-box dashboards provide a clear and consumable interface to recognize value delivery risks. While the free version of Skop.es is an attractive option, the limited requirements management and integration capabilities will require further investments in other application lifecycle management tools.
Source: Project Portfolio Management SoftwareReviews Category Reports, Report published Feb. 2019
Source: ALM SoftwareReviews Category Reports, Report published May 2019
This note outlines Info-Tech’s Three C’s of Enterprise Collaboration framework to help buyers effectively navigate the collaboration software marketspace.
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.
When trying to implement Agile as a defined process, Scrum turned BAs or other roles into order takers with the title “product owner.” This undermines the entire value proposition of product management.
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.