As teams become more agile, or, add more agile like practices to traditional
development practices, I’m seeing increasing frustration on the part of test
managers. Rapid development cycles and scrutinized bottom lines are putting
more pressure on them to deliver comprehensive testing in tighter time
frames. More and more testing is being taken on by development teams, and while
that is a positive trend to be sure. More stringent testing performed by
development is a good thing, as a long time QA manager myself, I used to pray
for consistent unit and integration testing, but, ultimately, developers are not
trained to think in the same way that QA does. Development testing is meant to
ensure that the code, service, or integration performs the way it was conceived;
it doesn’t always cover the assurance that the business process is being met
and it doesn’t replace the end to end perspective that an organization needs to
ensure that the highest quality software is being delivered. Development testing
is faster, to be sure. End to end testing takes more time, but it’s necessary.
Test managers must do something to prevent testing being co-opted by development
at the expense of business value.
Clay Richardson interviews Tom Higgins, CIO with Territory Insurance Office, a commercial insurance and financial services firm based in Darwin, Australia. The discussion covers how TIO was able to deliver value to the business by delivering business process management in a cost effective way — without the usual bloat and excessive overhead associated with enterprise BPM initiatives.
During the past two weeks, I received two client Inquiries about specialized Java hardware and Larry Ellison announced v2 of Oracle's "database machine."
These two seemingly disconnected events made me ask: Is specialized hardware for software inevitable? Last year, we saw TIBCO announce a messaging appliance too. And IBM has a robust business in XML and security appliances. Will growing volumes of data, messages, and logical operations force us to adopt specialized hardware, abandoning the unbundled software model IBM introduced back when real Hippies roamed the Earth?
The client Inquiries were from firms having to invest heavily in infrastructure and still struggling to keep up with their Java processing loads. Both had seen Azul Systems, found its touted performance numbers compelling, but wondered: "Where are the other competitors?" Answer: I don't see any others doing what Azul does.
Why? My answer: Too few customers buy this way -- particularly from a startup with a proprietary software machine. IBM, HP, Intel, and the other big vendors don't see enough of a market yet to take the plunge.
With its database machine, Oracle claims impressive advances in I/O and query speeds, and disk compression. But the company says it has 20 customers for this product. For a new model and a new product, that's not bad. But I think it helps answer my question: Only the tippy top of the enterprise food chain really needs software machines for general purpose products like databases, Java application servers, and message processing. The majority of customers can use other software techniques to keep growing without being locked into proprietary software machines. Virtualization, distributed caching, in-memory databases, optimized garbage collection, and alternative database structures come to mind.
The customer experience team at Forrester is currently updating our Web site review methodology, which will get us to Version 8. I’ll write more about that in a subsequent post but I wanted to get it on the table (or in the blogosphere – pick your metaphor) by way of explaining why we’ve been looking at which version of what browser to use as our default for conducting research.
In trying to answer that question we had one of our Researchers – Rich Gans – talk to people at Mozilla, Microsoft, Apple, and Google to get insight into where they’re going with their browser offerings and how they advise site developers to deal with the current landscape.
Asian markets are leading the adoption of mobile Internet. Data from our global Technographics surveys shows that more than half of Japanese online consumers use mobile Internet at least once a month.
In Europe are the UK, the Netherlands, and Sweden topping the list with mobile Internet penetration reaching 16% of online consumers. Those who use mobile Internet are frequent users: Four in five mobile Internet users in the US, urban China, and Japan connect weekly.
I recently attended a CSC analyst event in which they described several of the wins and initiatives that they have experienced over the past year.Like many services companies Forrester speaks with, the company is taking a heavy vertical (industry-specific) market strategy and positioning itself in hot markets related to government spending, healthcare, and energy.
I recently wrote about Social TV -- what we call it when people use social media like Facebook and Twitter to augment the TV experience. There were some doubters (there always are).
If you need proof that people are using social media to make TV more engaging, then look no further than this week's MTV VMA awards. Though everyone seemed to be talking about Kanye West, the real trendsetter of the evening was Twitter.
From the show's start to the finish, 1.3 million Tweets related to the VMAs were posted. The traffic to Twitter tripled during this rush. More interesting, the Twitter phenomenon was almost exclusively real-time, meaning that although there were another 700k posts that evening and into the next morning, but most of the heat came during the event as people in attendance and people watching reacted in real-time to what they were experiencing and feeling.
This is the boon linear TV has been waiting for: imagine, a way to get people to watch TV at the same time as everyone else -- because if they don't, they'll miss the whole Tweet-party! That's what my Forrester report on Social TV was about, and I thank the VMA viewers for proving my point.
Yesterday I was in a meeting and suddenly the Netpromoter score passed by - after being buried for a while.1
I have to confess that I have a somewhat troubled relationship with the Netpromoter score, it hasn't been treating me very well over the past couple of years. There was a time where Netpromoter scores were very important to me as they partly defined the success of the product I was managing and my scores weren't up to par with the rest of the organization. Was I really doing something wrong or was there another reason why the scores were lower?