Articles
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Rocks into Gold: Part 1 This short book, written by Clarke Ching, is a "biztech" parable for software developers who want to survive—and then thrive—through the credit crunch. We have republished the book in a four-part series. In part one, we meet the main characters who have just found out that their jobs are on the line after discovering their major client's business is failing. Follow the story as our characters fight to keep their jobs by implementing creative business ideas and management skills taken from agile development. |
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Distributed Agile Day to Day "Distributed" isn't a word that always has appeared favorably in works about agile methodology. After all, the proximity of agile team members while working is highly regarded. In this article, an excerpt of which originally appeared in the May 2009 Iterations eNewsletter, Chris McMahon takes a look at how "agile" and "distributed" can work together successfully. |
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A Word with the Wise: Configuration Management Tips from Steve Berczuk In this short interview with editor Joey McAllister, Steve Berczuk offers some tips to organizations dealing with configuration management (CM) issues. |
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Transitioning from Analysis to Design The step between specifying requirements to working on a system design can be tricky. Fortunately, the basis on which the step is made can be calculated. Paul Reed thoroughly explains how the transition should progress and offers some instructions on how to move properly through this phase. |
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Multitasking Is Evil Multitasking is often seen as a desirable skill—you can buy books or pay to attend courses that will teach you how to do it—but it is a surprisingly debilitating idea. |
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Product and Project Software Configuration Management (SCM) In this article, the authors discuss how software configuration fits into products and projects, beyond managing and controlling source code and other developer assets. They look at the differences between internal and external products and where project fit into the equation. |
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Receptiveness to Change Everyone responds to change differently, whether managers know this or not. A good leader knows this, and doesn't hurt the morale of a team by expecting them to act a way that their incapable of, or that feels unnatural to them. Naomi Karten brings this all to light in this article. |
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The Definition of "Done" in Software Development Getting all of the necessary people together to define what "done" means in a software development project will be difficult. Facilitating such a task will probably be a challenge, but there is nothing like working in an organization that works like a well-oiled machine, where everyone knows what is expected of him or her and just naturally does it. |
Alan S. Koch
December 17, 2007 |
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Interface or Interfere? One of the Holy Grails of automated quality toolsets is a fully integrated suite that seamlessly tracks the process all the way from requirements to test cases and on through to defect tracking. This fully integrated suite makes for a great marketing pitch and sexy slideware, but in Linda Hayes' experience its functionality usually stops there. The leap from theory to practice seems to fall short, and it makes her wonder whether the concept of a fully integrated suite is fundamentally flawed or if it's just the implementation that needs attention. In this column, she begins her investigation by studying two test cases to decide whether these experiences are anomalies or the rule. |
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Is the Grass Greener on the Other Side of the Fence? We may be creatures of habit—adhering to and promoting processes we know well—but we also habitually look to other work environments that appear capable of nurturing our ideas once an old environment becomes depleted. Ed Weller believes that searching for greener pastures is unnecessary. You just need to learn how to cultivate your managers in order to create an environment that will harbor your ideas. Ed explains why you'll end up grazing fruitlessly if you can't plant your ideas with management. |
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