Business relationship managers help integrate IT into the organization by fostering inter-departmental communication and collaboration in service of business goals.
To successfully achieve company-wide objectives, it is vital for project, program, and portfolio managers and executives to understand the purpose and benefits of PPM.
If you work in IT service management, these are the 10 skills you’ll need in order to be successful in the years ahead.
Enterprises need software competency to deliver good digital experiences. Agile development is how enterprises get there
The scrum master is a critical role in creating and maintaining the patterns of behavior that define agile development
Robotic process automation has gained traction as a way of automating tedious business tasks, freeing up corporate workers to tackle higher-value analysis and decision-making. But RPA requires proper design, planning and governance if it's to bolster the business, experts say.
ITIL is IT’s go-to framework for delivering IT services. From ITIL Foundation to ITIL Master, here’s everything you need to know about the latest ITIL certifications.
Business process management is the practice of aligning goals and processes as businesses evolve. BPM software helps organizations define the steps required to carry out a business task, mapping these definitions to existing processes and then streamlining or improving these processes so that the steps are taken more efficiently.
Incorporating paper-based processes into digital workflows may no longer be a roadblock to full automation.
IT organizations are in search of talent, but they are finding that the agile methodology is great for attracting and retaining the next generation of engineers and developers.
Misconceptions and 'best practices' may have your team spinning wheels rather than continuously churning out productive code
Agile is making great headway in the enterprise, but some common misconceptions persist -- and what’s worse is they are held by IT leaders.
Most of the literature on scaling addresses overcoming objections and how best to do it. Matthew Heusser posits that ‘Does agile scale?’ is simply asking the wrong question.
CIO.com's Sharon Florentine talks to Jeff Sutherland, one of scrum's creators, to find out where the industry is, where it’s going and the challenges that lie ahead as more companies adopt agile and scrum.
Before you hire an independent agile coach, ask yourself this: Do I already have the knowledge and experience in-house?
As larger organizations scramble to apply agile software development methodologies to the challenges inherent in an enterprise-level company, it’s important to understand the pros and cons of the different approaches.
Agile isn't just for software developers -- the methodology has applications and makes a positive impact anywhere it's applied in your business. Here are six agile principles you can use almost anywhere.
If your organization has adopted an agile methodology and you're frustrated by failure, it's time for a long, hard look in the mirror: Perhaps the problem isn't agile. The problem is your management style. How can you help teams succeed? First, you have to get out of their way, says Selena Delesie, founder and principal at Delesie Solutions, an agile coaching, consulting and training firm, in a workshop held at Agile Alliance 2015 last week in Washington, D.C.
When's the last time you used technology based on COBOL? Or used a mainframe-based system? It's probably more recently than you think. Every time you book an airline ticket, check your savings account balance online, file your federal income taxes or request an insurance quote via the Web, you're relying on these legacy technologies, though many have been updated to better integrate with mobile technologies or provide a faster, more seamless user experience.
In the current software development parlance, "agile" has become synonymous with innovation and speed. But many organizations limit their agile approaches to one or two siloed departments out of a mistaken belief that they're too big, too 'legacy,' too process-oriented to scale the approach across the larger business.
