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.
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.
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.
Tools are important to product teams, but only when they support solid people and processes.
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.
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.
Aha! introduces scenario planning to give product owners the ability to create and compare multiple release approaches based on team capacity and backlog priority.
If an image is worth a thousand words, a visual roadmap will save you a thousand hours.
ProductPlan makes a strong case for excluding features from your product roadmap. Instead, develop your roadmap using strategic themes.
Kovair continues to enhance its product suite with the introduction of version 10.0. The updates cover its Omnibus, ALM Studio, and QuickSync products.
Almost a decade has passed since Marc Andreessen’s article “Why Software Is Eating The World” passionately defended the rise of software and its potential to disrupt every industry. The ensuing decade has proven his thesis to be true.
OpsHub, a provider of integration and migration solutions for ALM and DevOps tools, has offered a free edition of tits integration solution OpsHub Integration Manager.
Product ownership is far more than backlogs and delivery. Are you ensuring that the teams supporting your product are enhancing their skills and experience to support your future roadmap?
Building the best product isn’t about filling our backlogs and roadmaps, it’s about taking the time to determine those few items that will deliver the most value.
Product management should not replace project management. They are complementary and are both integral to enabling the frequent delivery of business value.
Being Agile requires a change in focus on the skills that we value. While face-to-face contact is generally preferred, it is not always possible. This does not mean that being Agile is not possible, but it does require a different level of focus.
“Being Agile” enables the delivery of the right value at the right time. When most people talk about delivering the right value at the right time, they think about the core technical skills required in the action of delivering software. This is only part of the Agile software delivery pie.
Companies that support customers through tough times build stronger relationships and loyalty. Develop a deeper understanding of the opportunities and threats facing your customers to shift products and services to address these needs.
Centric Software launched Quick-Start Collaboration Packages to enable brands, retailers, and manufacturers to rapidly adopt remote work processes across the product lifecycle.
Agile skills require an evolution in people’s soft skills and behaviors. Handling ambiguity, being agreeable, and being extroverted are some of what’s important for an effective agile team.
IIBA understands that it must continue to innovate to serve its members and help them succeed within their organizations.