A directory of resources inthe field of technical communication.

StickyMinds

11 found.

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1.
#27254

Breaking With Tradition

Though the term 'agile' isn't often ascribed to the ways of software configuration management, Steve Berczuk offers some ways in which applying the principles of agile SCM can help teams work more effectively.

Berczuk, Steve. StickyMinds (2006). Careers>Project Management>Agile

2.
#27251

Communicating Bad

Companies place little emphasis on the quality of an engineer's writing. An engineer's writing is usually only for evidence a particular transaction took place, or for proof they did the appropriate research. There is hardly ever any emphasis on the readability or usefulness of the writing. In this article, the author states several reasons for this problem and that development teams must come to understand in order to find a solution.

Brogan, Nate. StickyMinds (2006). Articles>Writing>Technical Writing>Engineering

3.
#18580

Giving the Human Touch to Software

Making too many assumptions about users’ expectations and levels of competence can get software developers into a lot of trouble. Here, Yogita Sahoo tells her own story about designing an application for an industry she was deeply familiar with—but that industry knowledge didn’t keep her from making some big usability blunders.

Sahoo, Yogita. StickyMinds (2003). Design>Human Computer Interaction>Software

4.
#30581

Good Money After Bad

Many software projects that suffer a lingering death should have been canceled much earlier. Although it is hard to pull the plug on a project with a weak business case, failing to do so does throw good money after bad. Karl Wiegers gives some tips on decision making that can help you avoid this outcome. Karl also shows how to use decision points to keep a good project moving along.

Wiegers, Karl E. StickyMinds (2002). Articles>Project Management

5.
#27247

Inspecting Requirements

Errors in requirements specifications translate into poor designs, code that does the wrong thing, and unhappy customers. Requirements documentation should be inspected early and often. Anything you can do to prevent requirements errors from propagating downstream will save you time and money. Karl Wiegers shows you how.

Wiegers, Karl E. StickyMinds (2004). Articles>Documentation>Engineering>Specifications

6.
#27249

Migrating Data Successfully

Businesses invest a lot of money (usually more than budgeted), time, and other resources to migrate their legacy data. The reasons for making such an investment range from upgrading to the latest version of an enterprise resource plan to making old data compatible with new information systems. The success of these data migration projects depends on a number of critical factors. This article looks at a few of them.

Chatterjee, Ipsita. StickyMinds (2006). Articles>Information Design

7.
#27250

One Process is Not a Fit For All Projects

We should know that software development methods are situational, so why do so many people believe one process should work for every project? One size does not fit all and rarely do quick-fix methods help the process fit. In this week's column, Pete McBreen considers why we jump on the latest software development trend and what the fallout is when the trend and the project don't match.

McBreen, Pete. StickyMinds (2006). Articles>Project Management

8.
#27252

Outsourcing--Testing Times

With the proliferation of outsourcing, there is little doubt that it has become the business byword of the last few years. Organisations of all sizes are realising the benefits of using suppliers to handle processes such as technology, HR, finance and procurement. Lured by the cost savings and the ability to harness external expertise much more economically than providing that experience in-house, more and more organisations believe outsourcing to be the cure all for business ills.

Ripley, Adam. StickyMinds (2006). Careers>Project Management>Outsourcing

9.
#27253

Relating PMBOK Practices to Agile Practices

Michele Sliger understands the turmoil traditional project management practitioners go through as they make the transition from plan-driven approaches to the newer agile methodologies. This week, she offers more insight as she continues her four-part series on relating Project Management Institute (PMI) best practices--as identified in the Project Management Body of Knowledge (PMBOK)--to agile practices. In this column, Michele discusses scope management and time management.

Sliger, Michele. StickyMinds (2006). Careers>Project Management>Agile

10.
#27248

Using Mocks to Verify Interactions

Continues a conversation with closer look at 'mocks,' utility classes that, for testing purposes, pretend to be some component or service with which your object will interact.

North, Dan. StickyMinds (2006). Articles>Information Design>Programming

11.
#30582

When Requirements Collide

Could it be that not every set of business requirements has the customer's best interest in mind? Karl Wiegers had always believed that implemented software functionality should enable users to accomplish their goals and help the business achieve its objectives. But a recent experience with a less-than-helpful parking meter system suggested to him that conflicts sometimes might exist between business and user requirements.

Wiegers, Karl E. StickyMinds (2007). Articles>Project Management>Programming

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