Tag: organizations

Intellectual Property Management Issues for Development

To maximize intellectual property (IP) value and mitigate risk while operating in an open source application development environment, enterprises need to understand the distinction between real and perceived risks and values by utilizing processes, governance and tools. This is particularly important when involving an outsourcing partner. A lack of intellectual property capture and protection makes it harder for the outsourcing company to move from one outsource vendor to another.  As a software development "value chain" evolves over time, with changes in the business and technology environments, the value of leveraging open source software may grow or decrease in value. So it makes sense to understand and review open source arrangements.  In this scenario, if the intellectual properties associated with managing and producing the product are no longer available, significant flexibility will be lost. 

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CASE STUDY: VA Software
Agile development methodologies aren't one-size-fits-all. Independent software vendors (ISVs) have unique needs-external customers, aggressive release dates and competitive pressures-that require tailoring software development methodologies that work well in corporate IT settings. Faced with a major new project and bogged down by a big design up-front process, VA Software adapted Extreme Programming (XP) to help build the latest versions of SourceForge® Enterprise Edition (SFEE).

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The Economic Impact of Open Source
For many years, pundits have anticipated seismic change from open source. Beyond the high-profile changes, the effects of open source can be seen everywhere in software development today. While still an emergent phenomenon, there are cost, revenue and intangible benefits for any company that becomes an active consumer and contributor to the open source community now. 

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Tackling Offshore Agile Development
As an analyst, I have spoken with hundreds of software developers and managers struggling to improve their delivery capabilities. Many are turning to Agile processes as a means to deliver high quality solutions and at the same time improve time to benefits. And, at the same time, these teams need to work with ever-shrinking budgets. Of all the questions they asked about Agile development in 2005, the most common - and the toughest - was: "Can we take advantage of offshore resources and still use Agile processes?"

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FEATURED BOOK: Collaboration Explained: Facilitation Skills for Software Project Leaders

Numerous Agile methods and principles emphasize the value of collaboration and self-organization. Most books on the subject of Agile development discuss principles and practices related to planning and development practices. Yet few Agile books delve deeply into the How To's of collaboration, facilitation and project leadership. Collaboration Explained, by Jean Tabaka, does exactly this: it takes the essential skills, methods, and proven practices of successful team leaders and group facilitators, and explains them in detail while also applying them directly to the context of agile software development.

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Agile at Scale: 7+7 Practices for Enterprise Agility
Part II of II - Seven Additional Practices For Enterprise Agility

In part I of this Article, we noted that the benefits of agile software methods, including faster time to market, better responsiveness to changing customer needs and higher quality are undeniable to those who have mastered these practices. However, these practices have been developed and refined in circumstances characterized by small, co-located teams with ready access to a customer. Can enterprises building applications that require hundreds of distributed team members benefit from these practices, or are they forever doomed to large, late, stage-gate and waterfall-like results?

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“Agile” Versus “agile” Development

There's no question that "agile" is the buzzword of the times for software developers, ISVs, consultants, and businesses, in general. As with most buzzwords, the term is often over-used and mis-used, especially by those trying to portray their products or services in a new light. In the world of software development, the term "agile" is applied to a wide variety of processes, techniques, tools, projects, and phases of the development life cycle. It's important, therefore, to set out some basic definitions and context for the use of the term "agile," especially as it will be used in articles throughout this journal.

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Make SOA Governance A High Priority

Today's enterprises face growing regulatory pressures with legislation such as the Sarbanes-Oxley Act, the Gramm-Leach-Bliley Act, HIPAA, the Patriot Act and others. As a result, corporate and IT governance - the processes, controls and reporting infrastructure over business and IT activities, respectively - are becoming progressively more pervasive as a means for providing the compliance infrastructure necessary to satisfy this list of complex regulations. Combine this increased pressure for corporate traceability and visibility with the "next big thing" in software, service-oriented architecture (SOA), and you have a challenging governance environment to say the least. SOA's loosely-coupled nature forces IT away from monolithic application development and deployment, and as a result it greatly increases the number of moving parts that must be managed and governed.

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Turning the Fragile into the Agile

Tool integrations are notoriously fragile; how can we fix this problem once and for all?

The first sign of trouble is the unusually long time it takes for your IDE to start one morning. Maybe you can't access the trouble tickets any more or the team members cannot build their applications or run the automated test suite.

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Agile Processes: Making Metrics Simple

IT organizations, and in particular application development departments, are increasingly under pressure to provide performance and compliance metrics to justify annual spend.  Unfortunately, many metrics campaigns collapse under their own weight: there's no shortage of things to measure, the scope is greater than first appears, measurement needs to happen frequently, and collection is a distraction to traditional software delivery operations. By comparison, Agile processes are uniquely well suited to metrics, providing measurements transparently and consistently as an extension of day-to-day operations. Framed in a scorecard, information collected during an Agile project provides a comprehensive analysis of delivery excellence at the project, program and department levels. 

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