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Simple sabotage for software

Erik Bernhardsson

Some of the advice is timeless, for instance the section about “General interference with Organizations and Production”: Insist on doing everything through “channels” Never permit short-cuts to be taken in order to expedite decisions. Develop incredibly detailed “strategic” plans. Pivot frequently.

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5 key metrics for IT success

CIO

Rate of change “The most important metric for IT success is rate of change,” says Nicolas Avila, CTO for North America at IT and software development company Globant. Most companies think of failure as something they want to avoid, but really fast-changing organizations understand failures as a step towards success.” Here they are.

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7 tell-tale signs of fake agile

CIO

The same is not true, sadly, for many agile project management and development initiatives. Too often, an organization may launch something that looks like an agile program, calls itself an agile program, claims to operate like an agile program, yet really isn’t an agile program in the least. Team leadership void.

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Software Development Team Structure

KitelyTech

The success of any software development project hinges largely on the structure of the development team behind it. A well-organized team can work efficiently, meet deadlines, and maintain a high level of quality output.

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10 digital transformation roadblocks — and 5 tips for overcoming them

CIO

So if you are seeking to lead transformational change at your organization, it’s worth knowing the 10 most common reasons why digital transformation fails and what you as an IT leader can learn from those failures. Poor execution Even the best plans can fail if execution is poor.

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Scrum Master vs Project Manager: How are they different?

Openxcell

Scrum Master and Project Manager profiles are quite distinct though most of the people get confused. Scrum is a framework that helps teams to encourage self organization and generate effective solutions against complex issues. The process has a starting point and a list of objects that make the project plan.

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Embracing neurodiversity in IT for competitive advantage

CIO

The ability to pivot fast and hyperfocus are strengths, not weaknesses, and a leader that can do both effectively is an asset, not a liability. If organizations can meet neurodiverse people where they are, the combination can be incredibly effective. But doing so may require some changes in approach.