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The article offers information on the difference between agile and development and operations (DevOps). It mentions that agile software development is a system of method for development of software while DevOps is about taking software for release and deployment. Communication, agile development principles, and automation are also discussed.

The article discusses the used of Agile in software development methodology in the information technology (IT). It highlights the reason of an ineffective and inefficient Agile methods including plan failure, lack of business involvement in development and overreliance on tools and processes. It notes that the Agile methods focus with the coast and time of the industrial people who applied it effectively.

The article focuses on the execution a multiproduct distributed environment of GE Healthcare's Imaging Solution in the U.S. It mentions that the program implementation has experienced some challenges such as the length of the cycle time on projects, the ability to integrate customer-requested modifications, and marketing and engineering barriers. To deal with such issues, the waterfall software development methodology of the unit has been replaced by an agile-based scrum approach.

The article discusses the significance of lean approaches for agile development in the U.S. It is noted that the agile approach was formed due to the need of building a software quickly and at a higher-quality level. It reveals that the lean principles has helped in coming up with solutions to several cultural and organizational problems related to software development.

The article examines how Lean User Experience (UX) works and provides pointers on using the technique to improve the agile development of an interactive experience. It notes that Lean UX is a software development discipline that can change the Web and mobile applications. Tim McCoy, a Lean UX leader, states that product vision, user research and modeling, and evolutionary iteration are central to the Lean UX.

The article focuses on how DST Systems Inc. integrates application life-cycle management (ALM) products in its system to create a comprehensive development environment that would put tools and data within the reach of team member. The company chose CollabNet's TeamForge as their ALM platform to operate with Scrum Agile software wherein all members of development team have accessed to all phases of application life cycle. It mentions the benefits of the integration including market readiness.

The article offers the author's insights on the adoption Agile methodology and development of General Electric Capital Corp.'s chief technology officer (CTO). The author considers the iterative nature of Agile approach as a more important benefit of the approach. Also discussed are the four suggestions to consider in the transition to Agile from traditional development including the lack of governing in Agile, competitiveness, challenges in Agile culture, and organizational acceptance.

The article tackles the Sentinel case management project of the U.S. Federal Bureau of Investigation (FDI). It notes that Lockheed Martin is demoted into a support role as the FDI is working to reduce its reliance on contractors. It also offers information on agile development projects and states that the programming teams working for the projects develop capabilities in increments as a way of staying closely aligned with business requirements.

The article offers the author's insights regarding the article "It Is Too Darn Slow," which appeared in the "Information Week" journal. The author argues that the article was not able to address that the budgets for information technology (IT) were kept reduced or the same for five years. He reveals that 50% are reduced from the training budgets but the IT departments urged to keep their status quo. He notes that the agile processes will be right if the money was spent to retrain and reengineer.

An interview with Victor Szalvay, scrum project expert, is presented. When asked on the reason for an organization to embrace agile processes, he refers to the clear responsibilities offered by agile software particularly with the product's direction and quality. He states that an ideal technique to keep the staff in sync when shifting to a collaborative workflow is to unify cross-functional teams in a bullpen-style environment. He discusses the impact of an agile methodology on cloud computing.

An interview with Cyndi Mitchell, managing director of Thought-Works Studios, is presented. When asked about the effectiveness of Agile engineering practices, she explains that Agile engineering practices allow easy monitoring of a project or within a code base. She agrees to the possibility of automating all parts of the application lifecycle management (ALM) process. Furthermore, she recognizes the broader scope of ALM.

The article reports on the move by SAP AG to offer task-specific online applications that connects customer's on-site SAP Business Suite Systems. John Wookey, head of the unit software development at SAP, said that the company has planned to integrate agile software development services by bringing additional on-demand applications to market. Wookey added that the company's software services will be add-ons to its on-premises software.

Several letters to the editor are presented in response to article in previous issues including the convenience of using Twitter Inc., the pricing of VMware Infrastructure, and the use of lean approach that make agile development deliver on its promise of software built faster with higher quality level.

An interview with Scott W. Ambler, an International Business Machines Corp. practice leader for agile development in the U.S., is presented. Ambler points out the importance of scalability in most organizations which involves team distribution, regulatory compliance and organization culture. He cites that bureaucracy is considered a significant cultural challenge to agile adoption.

The article discusses the approaches used by an agile developer in coming up with a computer software. It is noted that a more flexible approach is being used by agile developers by working one-on-one with stakeholders who take responsibility on making decisions, providing information and prioritizing requirements throughout the process. The work and duties of a developer who does everything the business analyst does, result in a much leaner and much focused requirement specification.

A letter to the editor is presented in response to the previously published article on agile programming and offshore outsourcing.

A letter to the editor is presented in response to the previously published article on agile programming and offshore outsourcing.

A letter to the editor is presented in response to the previously published article on agile programming and offshore outsourcing.