Agile Project Software Development Underperforming Technical Team 
Planview
APRIL 24, 2024
Nothing frustrates software developers more than working hard on something that never ends up providing value. Whether because of changing priorities, miscommunication among teams, or other blockers, the hidden cost of waste can significantly impact productivity and bottom lines.
TechEmpower Innovation
AUGUST 14, 2023
The Tactical Technical Advisor stays on top of the development team to ensure that they’re team is building the right thing in a high-quality, efficient manner. This is especially important with outsourced development teams. Are developers following best practices in their code and life cycle?
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InnovationTraining.org
JANUARY 26, 2022
Agile” and “Waterfall” offer us very different approaches to project management. is the guiding question, and we develop solutions based upon our understanding of the answer. becomes the salient question, and discovering the likely answers determines the responses that will be developed. What do our customers care about?”
Planview
NOVEMBER 29, 2021
It’s common to encounter blind spots when you’re navigating an Agile transformation. They can show up as Agile practices that are meant to improve business agility but are applied so extremely that they end up making organizations less agile. Hyper Focusing on Agile Teams. Breaking Down all the Silos.
mjvinnovation
DECEMBER 29, 2020
What makes us believe that developing digital products is not only a solution to overcome the crisis, but also to generate business value after it too. The pandemic effects have created a scenario of uncertainty – unemployment and economic weaknesses cannot be neglected. Unfortunately, many projects die because of this.
Planview
FEBRUARY 29, 2024
According to McKinsey , this “tax” on development comprises about 40 percent of IT balance sheets, stemming from the intense pressure to enter the market and gather feedback swiftly. Financially, it imposes a burdensome surcharge of 10 to 20 percent, as revealed in the McKinsey mentioned earlier, compounding project expenses.
Boxes and Arrows
JANUARY 31, 2010
I built a team with a dedicated user researcher; information architect; interaction and visual designers and we even made a guerilla usability lab and had regular test sessions. As the Creative Director, I deferred authority to him to develop the product as he saw fit. This is an extreme example of where SCRUM went bad.
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