“Common Features,” a concept that was initially a cornerstone of the CMMI in version 1.1, was a set of minimalistic principles dedicated to continuous process improvement. Although abandoned since CMMI v. 1.2, the spirit of Common Features is still valid and deserves a second consideration. Read
In technology-centric product development organizations, promoting and retaining talent while fostering a culture of technical excellence is essential. An established role of Subject Metter Experts, or SMEs, has proven to be an effective way to facilitate knowledge excellence, particularly in multi-project organizations. Read
TCC – the Team Capability Coach – is a quality leadership project role, aiming at maximizing the effectiveness of process quality assurance. A TCC is an approach that combines and extends quality assurance-related roles of a “Quality Manager” and essential elements of a “Scrum Master” in a single integrated concept. Read
The job title “quality assurance manager”—in short “QA manager”—may suggest that the job is boring, ambiguous and uncreative. One particular species of QA manager, however, deserves particular attention: the “process quality manager”. Read
Piles of books about organizational change, strategy, and leadership adorn management libraries, yet a satisfactory answer to the question “Why do change initiatives really fail?” remains elusive. Read
Innovative, high-tech systems vendors face specific organizational challenges. In order to succeed in a world where these types of organizations have become the drivers of business and industry, old-fashioned, matrix-based organizations need to become agile “T-Rexes.” Adopting a simple organizational pattern can make this possible. Read
Many technology enterprises are having a very tough time dealing with ever-shorter development cycles. It’s clear they’re going to have to restructure in a fundamental way. But what is the right strategy? And can they handle such significant change? Read
Standards may be helpful to system developing organizations, but often they turn out to be part of the problem, or even become the actual problem. Read
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