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Judi Otton, Principal
Gary Felberbaum, Principal
As an Advanced Decisions’ consultant, I’m often asked, “what type of work do you do?” And there lies the problem. How do I explain my job when one day can be completely different then the next? So, I figured this might be the simplest way to demonstrate everything I do as a consultant.
This is a year in the life of me...an Advanced Decisions consultant, and these are the projects I’ve worked on.
My first assignment was for an individual who had recently written an application for a Financial Services company. She saw it being useful to a much wider market but faced certain constraints in making it a more universal application, and brought me on to help make sure it happened.
So my journey began…
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Judi Otton, Principal
Gary Felberbaum, Principal
In my discussions with senior level executives, one of their biggest concerns is how to get their products to market faster and more consistently. When, on a rare occasion when a product is developed quickly, it usually comes at the expense of the product, or the team. Sure, you can release a product fast by skimping on quality and working your team to the bone, but you’re left with a train wreck, including – unhappy customers, unhappy developers, and an unhappy CEO. However, there are tried and proven techniques that will speed up product development while producing a quality product from a happy team.
This article presents 20 ideas for shortening your time to market and still leaving you in a strong position when the product is released. Some of these ideas will have your inner instinct shouting “NO, NO, NO” but consider the idea that it might take LESS time in the long run to do something right than it does to do something fast.
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Judi Otton, Principal
Before considering the characteristics of an Ideal Development Organization, it is important to consider briefly whether such a thing exists. Certainly there is not an ideal process, technology, or organizational structure for all product development organizations. All of those aspects depend on the products developed, the industry, the corporate culture and the firm’s strategic goals, among other things. It is also important to realize that all of these aspects are constantly evolving.
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A Manager’s Guide to Starting a Successful Software Process Improvement Effort
Judi Otton, Principal
Anyone that has worked in the technology industry for any length of time has probably worked on a software project that was not completely successful. It may have been late, over budget, poor quality, not what the customers wanted, or some combination. We all also know that it can be done better.
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Gary L. Felberbaum, Principal
If you manage a small company or a start-up, you probably have your QA tester doubling as your customer support department. Or you may have made your lead architect your chief coder and unit tester in order to save scarce development resources. These kinds of moves are a financial necessity if you do not have the capacity to focus people on isolated functions of software development.
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