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00M-624 exam Dumps Source : IBM Risk Analytics for Governance Risk and Compliance Sales Mastery Test v1

Test Code : 00M-624
Test title : IBM Risk Analytics for Governance Risk and Compliance Sales Mastery Test v1
Vendor title : IBM
: 24 real Questions

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IBM's global provide Chain Transformation Wins 2019 NextGen give Chain leadership Award for Blockchain and IoT | killexams.com real Questions and Pass4sure dumps

World's First commercial enterprise laptop Hardware Partnership diagnosed for the disburse of Disruptive applied sciences to obtain conclusion-to-end deliver Chain safety

CHICAGO, April 17, 2019 /PRNewswire/ -- NextGen supply Chain conference -- IBM (NYSE: IBM) these days announced, that its world deliver chain transformation has gained a 2019 NextGen give Chain leadership Award for the imaginitive disburse of blockchain and IoT. The mammoth contrast acknowledges the area's first commercial enterprise desktop hardware partnership the disburse of these disruptive applied sciences to achieve end-to-conclusion give chain safety. using IBM Blockchain and IoT, IBM's give chain superior traceability and unique source-of-certainty to each network associate to enrich product authentication and in the reduction of warranty expenses.

IBM organization emblem. (PRNewsfoto/IBM)

greater

IBM's deliver chain corporation manages the vital supply chain operations of engineering, logistics, manufacturing, and sales transaction support. It digitized actual property comparable to challenging disk drives, while registering asset transactions outright the route through the product lifestyles cycle into an immutable shared ledger using blockchain and IoT as a portion of this award-profitable initiative. One key project outright started as a Proof-of-concept in 2018 between IBM and Seagate know-how, which got here to a successful conclusion in March 2019. both corporations are now working towards a potential pilot deployment that may exist improved to embrace greater suppliers.

"industry four.0 is an conclusion-to-conclusion industrial transformation, by which getting to know the 21st century digital give chain – enabled by means of blockchain, IoT, and AI applied sciences – is a faultfinding success ingredient for companies to profit a competitive enterprise skills," observed Ron Castro, VP of give Chain, IBM. "With these imaginative technologies revolutionizing the gross supply chain by route of reducing transactional prices and accelerating tactics, harnessing their transformative vigour is fundamental for executives to build clear, ingenious and predictive supply chains at scale.

IBM's deliver chain transformation initiative contained three separate, yet complimentary undertaking disburse situations to compose a conducive company maintain an impact on as blockchain changed into infused into IBM's deliver chain. The three utility instances encompass:

  • materials Provenance – The introductory impact for this blockchain software in IBM's supply chain protected GDPR random mitigation, improved compliance for records erasure, product authenticity, and reduced portion and transport prices. This encompassed capturing elements data as they proceed throughout the give chain from suppliers and device integrator to client.
  • internet of things (IoT) – The supply Chain IoT Blockchain assignment focused on improving products lifecycle traceability in IBM's advanced international provide chain. This resulted in a rise in product traceability, while additionally achieving progress on can pervade avoidance for parts provenance. by route of equipping every inbound and outbound cargo asset with an IoT enabled monitoring gadget to deliver near-true-time visibility of property, IBM's deliver chain can predict each and every asset's conduct to reduce the risk or loss or damage liability.
  • Customs declaration – IBM's deliver chain community concentrated on improving efficiencies by using reducing compliance dangers outright the route through import and export methods, whereas reducing delays and stoppages in deliver chain logistics with greater information integrity and better visibility of assets within the network. With the shared ledger in IBM's deliver chain attainable to each and every key stakeholder concerned in the customs announcement system and automatic interfacing of information to customs' gadget, time and cost discounts maintain been finished within the logistics and customs system.
  • "The success of IBM's initiative can allow extraordinarily helpful affirmation of provenance and authenticity of property, whereas optimizing protection and efficiencies through simplifying and accelerating documentation exchanges between deliver chain companions, " mentioned John Morris, vice president and Chief technology Officer, Seagate technology. "additionally, it probably raises productivity by route of disposing of redundant tactics, while assisting to strengthen regulatory compliance and build believe among outright key stakeholders."

    IBM's vp of give Chain, Ron Castro, introduced his 2019 NextGen deliver Chain conference keynote titled, making disburse of Augmented Intelligence (A.I.), Blockchain and Predictive Analytics to extend end-to-end Visibility and enhance Operational efficiency on Tuesday, April sixteen from 10:15 – eleven:15 a.m. CT.

    About IBM Watson deliver ChainA world chief in AI application, features and technology for enterprise, IBM has deployed Watson options in lots of engagements with purchasers across 20 industries and eighty countries. IBM Watson give Chain permits ahead thinking deliver chain enterprise authorities to enlarge company consequences by featuring AI-powered insights, B2B collaboration and orchestration that mitigates operational impress and enterprise chance. For extra guidance discuss with: https://www.ibm.com/give-chain

    Story continues


    IBM Counts On Its Cloud And Platform For The Turnaround | killexams.com real Questions and Pass4sure dumps

    No result found, try new key phrase!IBM (NYSE:IBM) has been focusing on its strategic imperatives segment to force the next flat of boom. The facet contains the cloud, analytics, cellular, social, and security capabilities.

    IBM profits: A tale of Two businesses | killexams.com real Questions and Pass4sure dumps

    For traders in foreign company Machines (NYSE:IBM), the business's ongoing transition has definitely created a yarn of two businesses. the primary is one which suffers from a slowing legacy application enterprise and dependence on hardware ameliorate cycles. The 2nd is IBM's strategic imperatives, a gaggle of speedy-starting to be, excessive-margin corporations like cloud computing, data analytics, and cybersecurity. The enterprise has been steadily working to reduce its reliance on the former whereas it invests aggressively within the latter.

    IBM could maintain another opening to induce shareholders that the transition is gaining steam when the trade stories the economic effects of its simply-achieved first quarter after the market nigh on Tuesday, April sixteen. Let's recap the company's fourth-quarter consequences and appear to exist into recent pursuits to peer if it provides any insight into what investors should soundless sight for when IBM studies income.

    Two technicians standing in front of IBM Z servers.

    Can IBM maintain its strategic imperatives turning out to be? lifelike source: IBM.

    No large surprises

    IBM closed out 2018 with solid, though unremarkable, consequences. For the fourth quarter, the company produced income of $21.8 billion, down 3% year over yr, and adjusted net profits of $four.4 billion (which excluded $1.9 billion in tax-related charges). This resulted in adjusted salary per partake of $4.87. income suffered from overseas currency headwinds, and adjusting for those alterations, revenue would had been down just 1% yr over year. another component pressuring the results was a decline in methods profits, because the upgrade cycle for the IBM Z server was drawing to a close.

    Strategic imperatives performed an destitute lot as expected. The neighborhood of high-tech organizations generated salary of $11.5 billion, producing fifty three% of IBM's profits outright the route through the fourth quarter and 50% for the complete 12 months. The company pronounced double-digit boom in key areas like analytics, cybersecurity, and cloud computing, notwithstanding the slowing server refresh cycle pinched outcomes. IBM's growth will exist particularly elegant on the enterprise's success in cultivating its strategic imperatives.

    contemporary activities

    The company announced at the IBM reckon 2019 conference that it became making an even bigger wager on cryptocurrency and its underlying blockchain expertise. IBM's head of blockchain options, Jesse Lund, printed that an estimated forty to 50 banks were anticipated to participate within the IBM World Wire service within the coming years. The carrier is working to wield the sluggish and expensive technique of relocating funds across borders the usage of blockchain technology to slit back the cost and complexity.

    "Our intent is to proceed to extend that community and to deliver global coverage within three to five years," Lund referred to, "the plot that you could in reality ship remittances in a consistent means, instantly, at a extremely not pricey, from any plot on the planet to anywhere on the earth." a few banks had already expressed pastime within the quickly-to-be-launched service. while this may probably exist a large salary generator in the future, it doubtless may not maintain an result on IBM's consequences within the latest quarter. 

    What the quarter may hang

    IBM most efficacious provides huge strokes when it involves information, and it would not supply quarterly targets. For 2019, administration is forecasting diluted revenue per partake of at least $12.45 and adjusted profits per partake of as a minimum $13.ninety. The contrast between both is regarding the business's coincident acquisition of pink Hat and tax charges. IBM is additionally guiding for full-yr money free movement of $12 billion.

    This does not stop Wall highway from taking its foremost stake at what the outcomes might exist for the quarter. while buyers don't wish to obtain caught up in brief-time period considering, these expectations can aid deliver context related to buyers' universal sentiment towards the company. Analysts' consensus estimates are calling for income of $18.53 billion, a decline of two.8% year over 12 months, and earnings per partake of $2.23.

    probably the most incredibly watched metric is usually the percentage of profits generated by means of IBM's strategic imperatives, because the enterprise moves to embrace its excessive-tech future. they are going to exist vigilant of greater when IBM reports salary on Tuesday, April 16.


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    No result found, try new keyword!Exhibit 99.1 contains IBM’s presentation materials for the morning session of IBM’s Investor Briefing on March 7, 2017. The information in this detail 7.01, including the corresponding Exhibit 99.1, is ...

    Acumatica Cloud ERP Made Available On AWS Test Drive | killexams.com real questions and Pass4sure dumps

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    By CIOReview | Friday, April 3, 2015

    KIRKLAND, WA: Acumatica, cloud ERP solution provider, has been made available on Amazon Web Services (AWS) as an AWS Test Drive. With this drive initiative, businesses can now sample solutions from the fast-growing software provider at no cost.

    “With AWS Test Drive, customers can easily try Acumatica Cloud ERP and note first-hand the capabilities of ERP and CRM suites,” says Ajoy Krishnamoorthy, common Manager of the Acumatica Cloud xRP Division.

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    Ten ‘Take Aways’ from the Reifer “Quantitative Analysis of Agile Methods” Study | killexams.com real questions and Pass4sure dumps

    I. Ten Agile fashion “Take Aways”

    Reifer Consultants LLC recently published a benchmarking report entitled “Quantitative Analysis of Agile Methods1” that compares agile fashion software productivity, cost, duration and quality to that of traditional, plan-driven projects. The results of the analysis were based on 800 projects, 250 of which are agile, over a ten year period using data supplied by 60 organizations on their completed efforts.

    The following ten “take aways” can exist gleaned from their agile study whose results are documented in the referenced benchmarking report. The report is currently being sold for $795 and can exist ordered from here and the International Software Standards Benchmarking Group here.

    1. Agile productivity - Agile productivity, as measured in terms of outputs/unit of input, is higher than the norms experienced on plan-driven projects for delivered products. The gains experienced purview from near nominal to 50 percent over the course of ten years, averaging at best between a 10 to 20 percent improvement in a unique year after adoption. However, these gains vary greatly by application domain and are a duty of many factors (workforce composition, product complexity, size of project, etc.). For example, agile methods appear not to compose sense for projects that necessity some shape of certification (i.e., for flight safety and security certifications). Capers Jones’s data2 confirms ours by suggesting that such projects skedaddle through certification more quickly when using more structured process like the Rational Unified Process (RUP)3 or the Team Software Process (TSP)4.

    Root Causes: improved teamwork, disburse of lightweight processes, focus on product and working code and viable Hawthorne effect.

    Issues: progress or maintenance, organizational issues, process rigidity and dogma, overly strict degrees of governance, contracting problems and lack of product management focus.

    Exploitation Measures: some suggestions for exploiting agile productivity gains follow:

  • Understand the variables that impact productivity (architecture stability, product complexity, staff skills and experience, etc.) and address them as you skedaddle to harness agile.
  • Gather productivity measures and metrics and disburse them to serve compose needed adjustments.
  • Beat down resistance to change by showing that agile represents a better route of doing trade using the metrics and measures collected on a pilot project.
  • Adapt your processes and agile methodology in lock step using the pilot project to find the prerogative path to achieve your trade goals.
  • Avoid governance and contracting issues on first projects by doing the project in-house, whenever possible.
  • Focus agile on developing those applications where it has and can compose a difference.
  • Be successful with agile as success breeds more success.
  • 2. Agile cost - Agile cost, as measured in terms of $/unit of ouput, is less than the norms being experienced on plan-driven projects. The gains experienced purview from near nominal to 100 percent over the course of ten years, averaging at best a cost avoidance of between 20 to 40 percent in a unique year after adoption. Again, these costs vary greatly by application domain and are a duty of many factors including those revolving around workforce composition and labor rates.

    Root Causes: lower labor rates, less management overhead, simplified communications patterns and a product rather than process focus.

    Issues: progress rather than maintenance cost avoidances, organizational realignments and role clarifications, process rigidity, overly strict degree of governance, contracting problems and a lack of product management focus.

    Exploitation Measures: some suggestions for exploiting agile productivity gains follow:

  • Understand the variables that impact cost (they vary from productivity) and address them as you skedaddle to harness agile.
  • Be realistic in your estimates for the project (the sum of the sprints often is an underestimate of what it will win to deliver the end-product).
  • Monitor and control costs on your project and maintain track of where you are relative to budgets.
  • Focus early spending on education and training for agile.
  • Buy the prerogative tools and setup the proper facilities (war room, task-board, etc.) prior to starting.
  • Do things as cheaply and simply as viable as you skedaddle to the disburse of agile.
  • 3. Agile time-to-market - Agile time-to-market, as measured in terms of calendar time from start to software delivery, is between 10 to 60 percent less than the norms being experienced on plan-driven projects, averaging at best a reduction of between 20 to 50 percent in a unique year based on size of the project after adoption. However, functionality and features delivered enact not always match either customer or the user’s requirements and expectations as they are often omitted to accelerate delivery time. This leads to disappointments.

    Root Causes: focus on developing working products, fast-paced progress in sprints and delivery of increments ending with demo versions before the final hits the market.

    Issues: it is OK to cessation sprints with less functionality than promised, backlogs may not exist depleted, customer/user may not always exist a member of team and management may not always exist engaged.

    Exploitation Measures: some suggestions for exploiting agile productivity gains follow:

  • Understand the variables that impact time-to-market and address them as you skedaddle to agile.
  • Develop realistic duration estimates for the project as a gross based on content and adjust sprint and increment schedules to meet them.
  • Monitor and control milestone achievements as you develop the product.
  • Let the team control timelines for sprints.
  • Set expectations for increment timelines and content.
  • Hold demos at the cessation of each increment to show-off a working product and engage customer/users, marketing and management.
  • 4. Agile quality - Agile quality, as measured in terms of defect densities post-release, is between 2 to 8 percent higher than that being experienced on traditional plan-driven projects, with quality at delivery off by as much as 20 to 30 percent. Again, quality varies greatly by application domain and is a duty of many factors including those revolving around quality control and assurance practices.

    Root Causes: awe of the process police, too much stress on test and not enough on quality throughout the project, few quality goals set for product, quality not engineered into the product and lack of quality culture to sheperd decision-making.

    Issues: rush to code in agile creates lack of early stress on quality, quality assurance equated to testing, quality control not performed, quality metrics not gathered and lack of disburse of proven quality control and assurance practices.

    Exploitation Measures: some suggestions for exploiting agile productivity gains follow:

  • Transform the culture to one that rewards quality rather than timely delivery.
  • Embrace quality and compose it portion of outright of your work processes. Hold peer reviews, discuss quality at your daily standups and compose defect information gathered from your version control repositories visible on a daily basis on your task-boards and version status reports.
  • Task everyone on the team to check the quality of each other’s products. compose it fun by holding contests, giving prizes and providing recognition for a job well done.
  • Capture quality metrics and measures and disburse them to quantify product quality during both software progress and maintenance.
  • Always discharge “root cause” analysis for quality problems to avoid focusing on the symptoms and not the occasions of the issue triggering the defect.
  • Never release a product that is defect-prone. Walk the talk and win the heat when conflicts between quality and delivery occur.
  • Employ lean and Kanban5 principles which focus on engineering quality into the product as it is being developed. Find and fix defects during sprints. Else, Put them in the backlog.
  • 5. Agile competitive edge - Agile represents a competitive edge to those organizations that can win edge of its strengths and compensate for its weaknesses. Not only does it provide them productivity, cost and time-to-market advantages, it provides them with an faculty to attract and retain talent which is the intellectual capital that can exist the differentiator in competitive marketplaces. However, enact not disburse agile methods in applications domains where they enact not duty well and enact not compose sense (applications requiring certification; large, distributed, complex developments, etc.).

    Root Causes: agile has been over-hyped and over-sold, anything new is viewed with suspicion and many firms view software as not portion of the competitive landscape (i.e., it is a support service rather than a revenue producing activity).

    Issues: agile weaknesses necessity to exist exposed as well as its strengths, organizational changes are needed as well as new roles and responsibilities and the skedaddle to agile is full of dangers as is anything else that is new within an organization.

    Exploitation Measures: some suggestions for exploiting agile productivity gains follow:

  • Make those structural changes to the organization and the processes required to skedaddle agile into the mainstream in the organization.
  • Define agile job descriptions, roles and team concepts formally through position descriptions. Then staff positions, hire agile coaches and educate and train the workforce.
  • Make the cultural shift from a top-down, command-driven style of leadership to self-organizing, participatory teams at least within your software organization as portion of your skedaddle to agile.
  • Make required governance changes. Instead of placing oversight from above or external sources to ensure compliance, leave agile teams lonely and confidence them to obtain the job done even when there are outside requirements for certifications. However, enact monitor achievements and step in when metrics and other indicators imply things are going badly.
  • Work towards achieving enterprise goals like reducing prioritized backlog instead of focusing on projects that deliver products that profit one customer or user at the expense of another.
  • Focus on keeping things simple. This philosophy extends from the product architecture to the software product itself. In addition, this focus on simplicity moreover extends to the structure of the organization that is charged with generating deliverables.
  • Transform organizational focus from achieving individual goals (perform assignment on schedule, etc.) to providing value to the organization and its customers through teamwork and focus on generating working products.
  • Create a culture where both successes and failures are celebrated and people are rewarded for making decisions, taking risks and trying to resolve problems.
  • Direct efforts towards making decisions under suspicion where outcomes can exist predicted, but not with certainty, by the team.
  • Focus on creating a better route of doing trade and a better plot to work for individuals, enterprises and their customers.
  • 6. Agile at scale - Scaling of agile methods for large projects continues to exist difficult. Based on their data set (800 projects across 60 organizations, many of which committed to the disburse of agile as long as 10 years ago), agile methods are not used heavily on large and complicated projects. While there maintain been some notable successes with agile on large projects, software engineering practitioners appear handicapped by the lack of structure and guidance when it comes to large projects. The data they maintain gathered shows that agile projects discharge under par when it comes to geographically-dispersed and multi-national projects whose size exceeds 100 in total staff count. In addition, their data and that of Capers Jones suggests that agile breaks down when there are over 100 users and customers because of conflicts over the vision of what the systems should do. Perhaps, the root occasions of this spot is that unlike agile, most large projects enact not skedaddle straight to the user. Instead, they are delivered to some integration and test group where they are subjected to outright sorts of system testing (performance, usability, etc.) before they are fielded and Put into operations.

    Root Causes: for the most part, agile practices are geared to diminutive teams and projects. While some methods maintain published guidance on scaling, there is mistrust of them because of their lack of focus on and disburse of traditional project management techniques. In addition, as mentioned, agile products are delivered to the customer/user, while larger systems undergo system integration and test prior to being fielded and Put into operations.

    Issues: inability to synchronize, monitor, track and adjust simultaneous efforts done by different teams in different locations as portion of development, inability to track product accomplishments and milestone completions, process mismatches and customer expectation disappointments.

    Exploitation Measures: some suggestions for exploiting agile productivity gains follow:

  • Breakdown organizational barriers to taking edge of agile concepts by adopting self- organizing, participatory teams. For example, matrix concepts might maintain to exist abandoned because they may create too much fight with program management.
  • Embrace traditional project management planning, scheduling and control concepts and Put them to work on agile projects at scale to set goals and track achievements. rush the project using classic approaches, while running sprints using agile techniques.
  • Employ agile organizational and team concepts as the norm rather than the exception for software development. But, augment them to address multiple customers and users and to address issues of scale that are a classic portion of large projects (communications, etc.).
  • Provide recommended structure and guidance for management of agile projects at scale for teams to follow.
  • Try to coalesce agility and discipline in everything you enact when developing software.
  • Recognize that systems engineering and test personnel are customers for agile deliveries. But, enact not forget to embrace the real users/customers/buyers of the system in your in-house deliberations because these are the folks who will determine your success or failure based on the features, functionality and performance that you deliver to them when the job is finally completed.
  • Define and capture metrics and measures to determine how well you are doing relative to benchmarks developed at sprint, project and organizational levels.
  • Address process mismatches and issues as portion of the guidance provided. Pay special attention to those practices used with agile for configuration management, distribution management, quality control/assurance, and supplier management.
  • 7. Agile systems engineering - Systems engineering practices necessity to exist updated to exist more agile. Else, there will exist major conflicts in the organization due to process mismatches. For example, the progress of system requirements needs to exist synchronized as software progress progresses because systems engineering staff develops and allocates them to both hardware and software level-by-level. The natural tenor of systems is to play customer. However, they typically enact a destitute job at this because many of them maintain not been exposed to operational roles. As another example, the systems architecture moreover needs to exist stabilized early in the process because it represents the platform on which the software will operate. Systems engineering often fails to enact this even when they win the software engineering staff’s suggestions for service-oriented features and plug-and-play functionality. As a final example, test engineering staff, which often is a portion of systems engineering, needs to embrace continuous integration and testing to ensure that the system satisfies its requirements as it is incrementally developed. Unfortunately, systems engineering will not accept software deliveries with backlogs because it often believes that content cannot exist postponed from one increment to another. Test engineering moreover needs to work with the software group to set in plot the facilities and tools needed to integrate and test the software as portion of the system. Sometimes actual users/operators of the system and real tackle are needed to validate the system as it goes through shakedown tests prior to acceptance for delivery to the field and operations.

    Root Causes: system engineering arrogance, divide systems and software cultures and processes, early focus on system architecting at the expense of systems testing and lack of truly interdisciplinary and integrated team concepts.

    Issues: requirements for software provided late, systems interfaces poorly defined, systems test focus at cessation instead of start of program, systems test and integration facilities late, systems and software process mismatches, lack of interdisciplinary teamwork, lack of respect by systems for other disciplines and blaming other groups for system engineering failures.

    Exploitation Measures: some suggestions for exploiting agile productivity gains follow:

  • Invite a customer/user representative to live with and participate as a member of the team.
  • Truly embrace integrated product team or interdisciplinary team concepts with everyone placed on an equal footing. maintain the customer/user representative participate as a team member.
  • Earn engineering leadership positions instead of assuming them.
  • Embrace an agile manifesto for engineering, not just for systems, hardware and software.
  • Marry outright engineering and manufacturing processes so that handover is synchronized and simplified.
  • Develop a unique agile-based engineering process instead of divide ones for individual disciplines (systems, software, hardware, specialty engineering, etc.).
  • Focus process on meeting customer needs by developing working products early in process, not those of individual engineering disciplines.
  • View requirements elicitation as an exploration rather than a specification process.
  • Focus on developing working products throughout the progress process instead of paperwork and its attendant bureaucracy.
  • Embrace continuous integration practices as the unifying framework for outright engineering.
  • As a by-product of integration, provide the team a simple model of the complete system so that they can demonstrate what is built, ready for testing, in testing and ready to exist used.
  • Address needs for synchronization throughout the process by defining synch point to integrate the work-in-process at appropriate times.
  • 8. Agile software maintenance - The jury is soundless out when it comes to agile software maintenance. Questions about the relative advantages and disadvantages of agile methods for this stage of progress must exist answered in light of the findings of a recent study that Reifer Consultants performed on software maintenance6. This study found that unlike during progress where budgets and schedules were driven by the requirements, the resources allocated for software maintenance tasks were fixed. As such, as portion of their work, software maintenance teams were asked to prioritize their work assignments (repairs, changes, updates, optimizations, etc.) so that they could obtain as much work as viable accomplished using the resources provided as portion of their fixed budgets. Working off the accumulated change request and disaster report backlogs is therefore a natural portion of their job.

    The study moreover found that these identical teams were tasked with developing the following four releases in parallel as portion of their workload:

  • Current release - the primary assignment for the maintenance team was developing a new release that updated the code to address the changes, repairs and optimizations approved by the customer.
  • Fielded release - a priority assignment aimed at supporting fielded releases aimed at keeping the system operational by making necessary repairs and patches.
  • Completed release - a secondary assignment was to configure and tailor the recently completed release for distribution to the field. This effort includes conducting more tests and coordinating with field sites.
  • Requirements release - a secondary assignment aimed at developing the contents of the next release to exist developed (i.e., may embrace prototyping as necessary to bound requirements).
  • The work associated with outright four of these releases must exist addressed by agile methods in order for it to discharge well during software maintenance. Based on their studies, the composition and distribution of these work activities vary from that performed during software development. For example, much of this work is directed towards revalidating releases once changes maintain been made to them via regression testing. In addition, there may exist field support and operational testing involved.

    Root causes: misunderstandings about the nature of the work performed during maintenance and how maintenance activities/facilities are budgeted and adapted to wield enhancements, repairs and optimizations, both planned and emergency.

    Issues: confusion over what work is performed on software progress and maintenance projects, process/budget mismatches for maintenance, inadequate budgets leading to backlogs, revalidation of releases once changes maintain been made to them, product distribution management issues and destitute product management discipline.

    Exploitation Measures: some suggestions for exploiting agile productivity gains follow:

  • Figure out how to adjust agile methods to the full scope of work associated with the four releases discussed above that needs to exist performed during the software maintenance phase.
  • Provide guidance on how agile techniques and practices can exist used within the context of the processes used to develop the four releases identified earlier in the text. For example, sprints compose sense for the current but not for the completed release.
  • Develop a prioritization scheme for software maintenance work that focuses on keeping systems operational even as enhancement, repairs and optimizations are made in the field.
  • Devise a suitable support (i.e., configuration, distribution, quality, supplier and risk management practices for outright projects) infrastructure that can exist used during software maintenance to maintain different software releases up-to-date at different installations even when they are of different versions and heritages.
  • Understand that maintenance facilities and customer support functions are budgeted separately. They are based on the total workload including the backlogs, not that of an individual project. scheme and staff to provide such support accordingly.
  • Continue to embrace continuous integration and automated regression testing practices. Because testing in maintenance can consume as much as 75 percent of the effort when revalidating releases due to changes, these activities maintain the biggest impact.
  • Maintain your process discipline because relaxing it during maintenance can lead to catastrophe especially when dealing with multiple releases, customers and product versions.
  • 9. Agile risk management - Agile risk management practices necessity to exist embraced especially as agile projects enlarge in scale and difficulty. While some techniques exist and are used for agile risk management like risk burn-down lists, few organizations in their database embrace them. Those that did were unsurprisingly within the defense and telecommunications domains.

    Root Causes: risk management viewed as heavyweight process, team leaders not viewed as project managers (i.e., not tasked to manage risk), and destitute project management discipline and exercise (i.e., especially on agile projects of scale).

    Issues: remove obstacles hindering delivery of quality products on-time and within budget, ameliorate chances of meeting customer expectations and address inability to identify and mitigate risk.

    Exploitation Measures: some suggestions for exploiting agile productivity gains follow:

  • Put agile risk management practices to work to engage the team, management, customers and users in actions aimed at proactively identifying, quantifying, prioritizing (i.e., based on potential impact) and mitigating risks.
  • Develop a “top 10” risk list, post it on the assignment boards and status it at the daily standup meetings and on task-boards.
  • Prioritize the risks on the “top 10” list by potential technical and programmatic impact so that you know what to storm first. disburse techniques like a risk burn-down risk to track mitigation.
  • Engage the customer/user as portion of the risk management process and maintain him/her serve prioritize the risks based on your assessment of impacts. disburse techniques like a risk council to gain consensus on the prioritization.
  • Take risks when it makes sense and the consequences are not dire.
  • Reward risk-taking, but enact so when the rewards are worthwhile and you can exercise limits and controls on the potential consequences.
  • 10. Agile contracting - Agile contracting practices necessity to exist refined. Currently, contracting specialists and buyers enact not know how to specify compress types, work scope, work statements, deliverables, milestones, payments, and terms and conditions for agile contracts/subcontracts. This leads to disburse of time and materials contracts for agile instead of those that provide incentives to reward organizations for superior performance.

    Root Causes: agile is a relatively new route of doing business, few firms doing agile maintain involved buyers and few model contracts are available to work from.

    Issues: lack of incentives and rewards for superior/inferior performance, few contractual controls and safeguards, and buyers avoid agile as they view it as uncontrollable.

    Exploitation Measures:

  • Develop a contractual template that software buyers can disburse for contracting/subcontracting for software developments using agile methods that identifies milestones and deliverables and contains compress language which they can disburse to reward (incentives, etc.) superior performance and provide remedies (cancellation clauses, etc.) for non-compliance issues.
  • Develop a model agile contract/subcontract that provides a reasonable set of terms and conditions for agile acquisitions (including payment terms and milestones).
  • Develop a template for deliverables that describes their shape and format and provides for electronic rather than physical access to the work-in-process repositories at the supplier’s plant.
  • Develop a legal template for permitting the customer/user representative to participate as a member of the progress team under a limited liability umbrella clause.
  • Develop training and certification courses in agile contracting/subcontracting for buyers and compress specialists working in firms embracing the concepts.
  • II. Major Findings

    Because agile methods represents a new route of trade for most organizations surveyed, the “take aways” discussed in the previous paragraph should exist expected. Many of the issues highlighted like agile contracting and scaling continue to plague organizations that maintain made the transition. Based on everything they learned, the five major findings that they can glean relative to making the skedaddle to agile methods are the following:

  • While there is a positive trade case that can exist made for the disburse of agile methods, there are sedate barriers to adoption that necessity to exist overcome by newcomers to exploit disburse of the methodology.
  • Change management principles dominate as you skedaddle to agile methods. When making the transition, strategies necessity to developed, plans Put into place, infrastructure revamped, staff trained, management educated and pilots rush to pattern out the best route to rush agile projects within the context of your organization, its trade goals, its processes and its past history. In addition, measure your progress and disburse metrics to serve sheperd you on your path to success. One top-notch route to avoid the traps that maintain snared others in the past is to bring in an agile coach and mentor as portion of your team.
  • Agile methods may not work well for unavoidable types of software progress projects. As celebrated in the text of this white paper, other lightweight but non-agile methods (RUP, TSP, etc.) may work better for projects that are safety and security faultfinding because of the certifications involved. In addition, compress issues compose the disburse of agile methods very difficult to pursue in an acquisition environment because they represent roadblocks to getting the job done right. Again, a top-notch agile expert can serve you compose determinations and findings relative to what methods to use, when, why and with what value to the customer/user.
  • Scaling of agile projects continues to exist a problem because of organizational and process mismatches and the lack of project management discipline. When conflicts between groups dominate, slight gets done. To avoid these issues, they recommend poignant to a unique engineering discipline that embraces affected groups, exploits uniform interdisciplinary team concepts, revamps processes with agile concepts in mind and takes full edge of traditional project management principles like those advocated by the Project Management Institute in their body of learning (PMBOK)7. In this case, a top-notch management expert who possesses agile, process improvement and project management skills, learning and abilities can exist of assistance especially if he/she has sustain within your industry and applications domain in which you operate.
  • From the competitive landscape, the skedaddle to agile methods often makes a lot of sense for three reasons. First, you can disburse the methodology to ensnare up with your competitors who maintain most likely already maintain made the commitment to disburse agile methods. Second, you can disburse agile methods as a means to attract talent. The understanding for this is that tall performers want to work in an environment that uses the latest and greatest techniques. Third and finally, you can disburse agile to interpret your customers that you are adopting techniques that makes their desires number one.
  • For those of  you interested in learning more about agile and its benefits and weaknesses, agile return-on-investment (ROI), the ten year trends and the details associated with their agile software productivity, cost and quality findings, they intimate you order the report entitled “Quantitative Analysis of Agile Methods” from either info@reifer.com or from here. These agile software productivity, cost and quality results are reported by domains in one of the following ten applications areas

  • Automation
  • Command and control
  • Financial
  • Defense
  • Information technology
  • Medical
  • Mobile applications
  • Software tools
  • Telecommunications
  • Web business   
  • References

    1 Reifer Consultants LLC, Quantitative Analysis of Agile Methods, No. 7, v1.3, 1 July 2013.

    2 Capers Jones, Comparing Software Methods and Results in a Side-by-side Format, Draft, Namcook, 25 June 2013.

    3 Ahmad K. Shuja and Jochen Krebs, IBM Rational Unified Process Reference and Certification Guide: Solution Designer (RUP), IBM Press, 2008.

    4 Watts S. Humphrey, TSP: Leading a progress Team, Addison-Wesley, 2005.

    5 Henrik Kniberg, lean from the Trenches: Managing Large-Scale Projects with Kanban, Pragmatic Bookshelf, 2011.

    6 Donald J. Reifer, Software Maintenance Success Recipes, CRC Press, 2011.

    7 note this here.

    Acknowledgements

    The author acknowledges the useful comments offered by reviewers of this document.It should moreover exist celebrated that many of the experts reviewing the document maintain collected data on agile projects which confirms many of the findings and conclusions offered in this white paper.

    About the Author

    Reifer Consultants LLC is an Arizona Limited Liability Company that specializes in the locality of software engineering economics, metrics and measurement, benchmarking and empirical analysis. Since its founding in 1980, Reifer Consultants has provided its clients with a full purview of software services including preparing software trade strategies and cases, developing independent estimates, inserting metrics and measurement programs, developing estimating models, conducting competitive analyses and performing independent risk assessments. The arduous has moreover over a decade of sustain coaching and advising clients on how to win full edge of agile methods while avoiding their many disadvantages. They maintain helped over a dozen Fortune 500 companies compose an systematic transition to agile methods. Contact Information: Reifer Consultants LLC, 14820 N. Dragons Breath Lane, Prescott, AZ 86305, Phone: 928-237-9060, Email: donald.reifer@gmail.com.

    Warnings

    This publication was developed to provide authoritative information with regard to its matter matter. Reifer Consultants disclaims any warranties or conditions with regard to the specific content, express or implied, including warranties of merchantability and fitness for a specific use. In addition, Reifer Consultants does not assume any legal liability for the accuracy, completeness and/or usefulness of any information contained within this publication. Finally, any reference to a commercial product, process, or service within this document does not imply or constitute an endorsement by Reifer Consultants.

    All trade names, trademarks, or registered trademarks are trade names, trademarks or registered trademarks of their respective owners.



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