There’s lots of confusion about what DevOps is. This has resulted in the emergence of DevOps “antipatterns”—DevOps patterns of behavior that will not result in success. There are often clear signs that what you are doing isn’t going to work. This article delves into some of them in hopes you can avoid these mistakes and successfully implement DevOps principles and practices.
Change is a difficult but important part of business. It can be most difficult on the employees, but if you involve them in the planning process and make an effort to understand their points of view, you can mitigate resistance and facilitate the experience for everyone. This article deals specifically with ERP implementation, but its advice is useful for any change management situation.
When a company makes the move from software as a service (SaaS) to an API-first platform, a change in mindset is required. The successful transitions come from those who shift from features to flexibility. Technology teams should look to remove constraints and broaden the possibilities of their platform by constantly exploring ways to make their platform as flexible as possible.
Software development is an elaborate process, so many organizations follow defined procedures. But it can be difficult to keep track of every step. It is often helpful to try to visualize the complex processes involved; seeing them outlined can help you understand what needs to be completed and how to manage the overall effort.
The majority of managers are promoted due to their software development expertise. But becoming a successful manager requires a drastic change of focus. There is a set of expectations to consider before making that leap to the “dark side.”
Transitioning a software organization to agile isn’t easy. Kirk Botula believes that incorporating an enterprise-wide performance improvement model strengthens the application of agile throughout your company.
Finding a balance between too much and too little process can be quite a challenge. Tom Wessel shows how to apply lean change management and kaizen principles to achieve continuous process improvement. Also, Tom suggests the use of simple metrics to verify that improvements are actually taking place.
In this interview, Neal Ford, a director and software architect at ThoughtWorks, explains why software architecture has traditionally been so difficult to change later on in the process and how you can adapt your modern architecture to be much more evolvable.
In this interview, Dan Skelsey, one of the editors for The Effective Change Manager’s Handbook, talks about all things change management, why it's important to focus on what is not changing, and where a good place to start is for your inevitable changes.
Jay and Danielle talk about their presentation at Agile Development and Better Software Conference West 2014, why teams should care about their mainframe systems going agile, the role of legacy tech in an agile world, and some ways that teams can modernize their development practices.
We're sitting down with CM experts to discuss not just their backgrounds in the field, but what their favorite tools are and why. This week, Steve Berczuk provides a great deal of information on what tools he prefers to use today, and what he would love to see from them in the future.
The IEEE 829 Test Documentation standard is thirty years old this year. Boris Beizer’s first book on software testing also turned thirty. Testing Computer Software, the best selling book on software testing, is twenty-five. During the last three decades, hardware platforms have evolved...
Committed to covering the latest trends and approaches for anyone investigating or implementing agile development practices, processes, technologies, and leadership principles, Agile Development & Better Software Conference West offers their 2013 interview series.
Committed to covering the latest tools, trends, and issues regarding software development approaches, plan-driven development methods, and process improvement programs, Agile Development & Better Software Conference West offers their 2013 interview series.
When Keith Klain took over Barclays Capital Global Test Center, he found an organization focused entirely on managing projects, managing processes, and managing stakeholders—the last most unsuccessfully.