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The article explores the challenges in implement scaled agile framework (SAFe) hindering agility and preventing organizations from delivering business value. Topics discussed include business principles and values of agile software, relationship between business and information technology (IT) personnel and improving customer satisfaction. The article also recommends the importance for organization to focus on fixing their organizational structure, funding model and business-IT relationship.

The article discusses the impacts of lean-agile approach in developing and evolving business success. Topics discussed include the factors of developing an effective and efficient development in agile and lean services, improving business agility and programs on employee empowerment. Other topics include the concept of cross-functional teams, self organization and quick feedbacks.

The article explores the challenges in dividing data warehousing and business intelligence (DW/BI) users into agile software development programs to attain success in business operations. Topics discussed include developmental projects on product ownership, people management and program management. Information about several business efficient approaches on business intelligence is also presented.

The article discusses the contribution of the agile software development technology in developing business intelligence (BI) to attain success in business. Topics discussed include factors of improving employee performance, impacts on the lack of comprehension on organization's transition stakeholders and the use of agile technology in cost-accounting programs. Other topics include the importance of recruitment practices and technical excellence development among employees.

The article reflects on role of information technology in developing architecture. Topics discussed include use of Agile practices in developing architecture along with exploring and exploiting new business models, impact of new business models in changing business strategies such as delivering value added services, sustainable shareholder values, and adaption to dynamics and unpredictability of digital businesses, and challenges faced by architects in developing new skills.

The article focuses on role of architect in enterprises and adoption of Agile practices such as Scrum, Kanban or Lean by information technology (IT) teams. Topics discussed include factors contributing to the failure of architecture projects includes missing architecture, out-of-date architecture, and skewed architectural vision, description of skewed architecture vision by publishing firm Merriam-Webster, and need of conduct design and code review to increase quality.

The article discusses the central aspect of lean thinking in agile software development, that is inspect and adapt. It demonstrates how particular tenet, that is plan, act, study and do, often ignored by teams using the so-called Agile approach. It presents three case studies wherein one examines the common agile metric of velocity and shows how it can be misused by teams. The author concludes by suggesting to adapt or die, citing the importance of teams' willingness in order to be successful.

The article discusses how a team's and an organization's context affects the way agile software development practices are implemented. The author argues that agility is a continuum rather than a discrete state. He suggests that groups can be agile without living in the colocated teams of generalists who are dedicated to one project or product. It presets five case studies detailing various techniques used to overcome the barriers to agility in allowing teams to effectively deliver software.

The article discusses the near-agile software development project and illustrates how the teams with which the author worked agreed on using certain practices that contributed to their success. The author relates the pre-Agile practices to specific principles from the Agile software manifesto. The author also emphasizes the high level of discipline in following development practices as teams may struggle on using either Agile practices or not.

The article focuses on the role of data-driven architecture on Agile software development projects. Topics including abstraction which is one of the principle tenets of object-oriented design, business rules in Agile project which will be determined by discussing with the subject matter experts (SMEs), and development of services at the level of business process.

The article focuses on agile architecture for software development. Topics include the methodology for Agile software development, the power tool problem facing chief information officers (CIOs) which can be solved through service-oriented architecture (SOA), and policies represented as metadata and metapolicies.

The article focuses on the use of automation to avoid circumstances under which the seven wastes of Agile software development, including partially done work, extra process, and task switching, occurs. Topics include the return on investment (ROI) for automation, empowering a team to make automation architecture, and supporting multiple topologies across the application life cycle to enable agility.

The article discusses the concept of an Agile architecture pertaining to versatile software with iterative architectural design. Among the key topics that were discussed include the principle of Agile Manifesto, the relationship between computer architecture and information technology (IT) software, and link of Agile architecture to software evolution, reengineering, and evolvability.

The article discusses tips on how to achieve successful Agile software development. Topics include the principle of Agile Manifesto, preference of appropriate application programming interfaces (APIs) for working structure, and the importance of feedback for an aligned software development. Other topics include the benefits of continuous software delivery, Agile architect's ongoing collaboration and self-organization, and the role Agile architecture on system design and service interfaces.

The article discusses the benefits of the application of Agile strategy to increase information quality and use in data warehousing, focusing on techniques and best practices that maintain the benefits of a central data warehouse while reducing the cost and lack of responsiveness to business needs and change. Topics include exponential data growth and big data analysis, metadata, and data quality.

The article discusses the Extreme Scoping™ method, which is a Data-Agile approach for enterprise-class data integration projects. Topics include the differences among spiral, traditional, and Agile methodologies, Agile business intelligence (BI), and Agile practices and principles for data integration projects. It also discusses the seven-step planning process of the Extreme Scoping method.

The article discusses the techniques and strategies followed by disciplined Agile data warehousing or business intelligence (DW/BI). Topics include the Disciplined Agile Delivery (DAD) model, several challenges of traditional DW techniques including detailed up-front modeling, data-driven techniques, and passive quality strategies, and various aspects to the DAD model for DW teams, like DAD is a hybrid approach, has full delivery lifecycle, and context-sensitive.

The article offers the author's insights on leveraging Agile data warehousing to improve the Scale Agile Framework® (SAFe™) of Dean Leffingwell. Topics discusses include the eight key themes from the book "The Principles of Product Development Flow: Second Generation Lean Product Development," by Donald Reinertsen, which improve by the SAFe, the use of Weighted Shortest Job First (WSJF) economic prioritization model, and lean leadership as the foundation of SAFe.

The article presents the principles in the success of distributed agile delivery (DAD). It mentions that the agile software delivery is all about delivering business value at a sustainable phase and consistent with the changing business needs. It discusses the challenges associated with DAD, which include differences in time zones, communications, culture and leadership style.

The article focuses on the use of process mining and noninvasive measurement to support governance in disciplined agile delivery (DAD). It mentions that the difference beween DAD and agile software delivery lies in terms of the provision of end-to-end solution delivery cycle. It cites the phases by which the whole solution lifecycle is divided by DAD, which include inception, construction, and transition.

The article focuses on the scaling of agile software solution delivery. It discusses the different factors in context-dependent scaling, which include the identification of the full delivery cycle, the adoption of a hybrid idea, and being goal-driven. It cites the four goals in scaling such the use of goal diagrams.

The article offers the author insights on his role as chief information officer (CIO) and chief technology officer (CTO) of Wolfe LLC in the development of an agile enterprise. The author mentions the adoption of specific tools including those from Atlassian for the said undertaking. It also discusses the different phases of the project including their objectives.

The article focuses on the role of openness and agility in the advancement of innovation in the software delivery. It mentions the use of the Agile coding approaches including Scrum, Crystal and XP in a broader software delivery contexts thus serving its importance in an agile organization. It also cites the concepts and policies behind software delivery including a continuously evolving system, the combination of boundaries between development and maintenance.

The article examines the outlook for quality assurance (QA) in software engineering in 2016 in the wake of fast-paced market demand for software releases. Topics discussed include Test automation as a QA tool to enable QA team to be at pace with development team, and the necessity of using the right mix of automated and manual testing for new technologies. Also mentioned are quality assurance issues in adopting Agile practices as described by Ken Schwaber and Jeff Sutherland in "Scrum Guide."

An introduction is presented in which the editor discusses various reports within the issue on topics including the aspects of development in Agile software development, restriction on information flow among organizations, and data-based approach on Lean software development.

An introduction is presented in which the editor discusses various reports within the issue on topics including the challenges of agile approaches in business intelligence (BI), tips on employee empowerment programs and the use of systems to view transition context on organization structure.

The article discusses the story of a team within an organization that was forced by circumstances to embrace agility in order to have any success in their work. The team did not have training and had not read any of the literature but aspire to do anything than stem tide in their system. The organization also made a drastic adjustment to the team's structure due to lack of progress. The author concludes the combination of clear vision, committed people and colocation to accomplishing the work.

An introduction is presented in which the guest editor discusses various reports within the issue on topics including near-agile software development, the agility approach in information technology and embracing the concept of agility to have success in delivering works.

The article discusses practical strategies for successful Agile software development in data warehousing/business intelligence (DW/BI) systems for solving complex real-world business problem and data-driven decision making. It states that the adoption of Agile software is one of the techniques to reduce failures of software projects in DW/BI settings, by focusing on customer value, ensuring customer satisfaction, and proper adoption.

The article examines some Agile practices in project management that are expected to trend in 2016. Topics discussed include the appeal of the easier Agile Lite approach, the Agile Waterfall approach considered as middle ground for small businesses by many practitioners, and Agile Slow Roll which is expected to build deliverables at a more sluggish pace. Also mentioned is the need for businesses to understand the elements of Agile practices to better adopt them to its culture.

The author examines the outlook for the adoption of Agile practices in project management in 2016. Topics discussed include characteristics of first generation Agile, Agile Plus and mainstream Agile practitioners. Also mentioned are challenges to Agile adoption including strategic incoherence about Agile as an innovative partnership to achieve organization's goals and issues that affect Agile's expansion into new markets.

The article offers information on benefits to a business enterprise by membership with information technology research company Cutter Consortium. It discusses several benefits including strategy sessions by practice directors and senior consultants of Cutter and peer-to-peer networking discussions led by experts of Cutter. It also mentions choice for various membership level provided by Cutter for organizations such as agile software development and real-time guidance in full membership.

An introduction is presented in which the guest editor discusses various reports within the issue on topics including the implication of Agile software development in an organization, mapping architecture principles, and the importance of methods and architecture for development of automation.