While the Agile Manifesto might value individuals and interactions over processes and tools, modern product delivery SDLCs are automated. Unfortunately, there are a lot of tools and vendors creating confusion as they compete for a share of your wallet. Here is a quick checklist to evaluate what you have and what you really need.
There are many competing models and ways of categorizing the product and application delivery and management tools out there. In many cases, such as XebiaLab’s beautiful (if slow to load) Periodic Table, they focus on a particular area such as DevOps. Our research has shown us that your tooling decisions must consider the whole toolchain in the context of a modern SDLC.
When you consider how you will automate and integrate your SDLC here are the different categories of tools you need to consider:
Tools alone are not going to make your delivery and management practices more efficient. However, they are partners in the people, process, and tool equation. You can’t deal with these factors one at a time. An integrated approach is required because it is actually harder to introduce tools into an established practice after the fact.
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.
Thinking about choosing a new software vendor but don't know where to start? Narrow down your shortlist by focusing on software that has received an Info-Tech Research Group award. New data from SoftwareReviews shows that organizations reported higher satisfaction when they switched to software that had received an Info-Tech award.
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.