The Latest

Anupam Kundu and Maneesh Subherwal explain how to operate in a global, hyper-competitive world while avoiding risk-laden experiments and other "stupid" strategies.

I’ve been talking to people whose management cares about their velocity. “My management wants us to double our velocity.” Or, “My management wants us to do more in a sprint.” Or, “My management wants to know when we will be a hyper-performing team, so they want to know when we will get 12x velocity like Scrum promised.” But let’s understand what management really wants.

Software architects have the unique ability to provide leadership using skills gained in this role. Drawing on Kouzes and Posner's The Leadership Challenge, Patrick Bailey examines five practices that can be leveraged by the aspiring architect-as-leader.

In this installment of FAQ, SQE Trainer Janet Gregory answers one of the questions students ask her most often.

When Keith Klain took over Barclays Capital Global Test Center, he found an organization focused entirely on managing projects, managing processes, and managing stakeholders—the last most unsuccessfully.

Testers and managers have wrestled with the problem of evaluating software products and testing efforts, often using approaches derived from manufacturing, construction, and physical sciences. These approaches have been partially successful because software products aren't physical products.

Lightning Talks are a very popular part of many STAR conferences. Lightning Talk sessions consist of a series of five-minute talks by different speakers within one presentation period and are the opportunity to deliver their single biggest bang-for-the-buck idea in a rapid-fire presentation.