Jul/Aug 2014

High Maturity Organizational Characteristics

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Table of Contents
(click below to download individual articles from the Jul/Aug 2014 issue)

From the Sponsor
by Karl G. Rogers
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Agile and the Definition of Quality
by Gerald M. Weinberg
Newcomers to Agile often fail to see the connection between older thoughts about Agile and today’s Agile movement.
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High Maturity Is Not A Procrustean Bed
by Barry Boehm, Richard Turner, Jo Ann Lane, and Supannika Koolmanojwong
Too many organizations have a single model of high maturity to which they try to fit all their projects.
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Disciplined Learning: The Successor to Risk Management
by Alistair Cockburn
Disciplined learning, or "learn early, learn often," updates naïve agile development and traditional risk management, and safely replaces the dreaded catch phrase, "fail early fail often."
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Achieving Software Excellence
by Capers Jones
Software is the main operational component of every major organization in the world, but software quality is still not acceptable for many applications.
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Improving Software through Metrics while Providing Cradle to Grave Support
by Jennifer Walters, and Kevin MacG. Adams, Ph.D.
Metrics are beneficial to an organization that supports a product from inception through product retirement and disposal.
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Paths of Adoption: Routes to Continuous Process Improvement
by David Saint-Amand and Mark Stockmyer
The long-term goals of Process Improvement should be to introduce and sustain a culture of continuous process improvement.
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High Maturity Heresy
by Tom Lienhard
How rocket scientists implement High Maturity.
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by David A. Cook,
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