Articles about agile

Part 2: An organization’s agility is synonymous with its resilience in the face of change. Agility allows enterprises to face industry-spanning challenges without experiencing catastrophic disruption in their operations, and agile software development makes this concept a reality. Beyond that, it ensures organizations can service external and internal stakeholders rapidly and reliably -- and for government agencies, it ensures continuity of mission services. 

But in agile organizations, there are unique security risks -- outlined in part one of this series -- such as compromising security processes in the name of speed and differing security practices across cross-functional teams. To safeguard these projects, professionals must create a cybersecurity architecture as unique as the agile environments they’re protecting.

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Part 1. In an ever-changing world, today’s organizations must have the technology in place to evolve along with it. In the government, agencies need to remain adaptive to achieve their missions in the face of policy changes, geopolitical conflict, and private sector advancements.

For years, enterprise teams have implemented agile software development methodologies to improve their ability to service their users rapidly and reliably; government agencies must follow suit. However, for organizations using or considering agile software development methodologies -- private or public sector -- the security architecture that protects their assets must be equally adaptable. 

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There are often conversations within Agile communities, about how to accurately predict how much it costs to deliver a software product in an Agile environment.

Budgeting in an Agile environment, where product delivery is incremental and the journey is shaped by feedback, that can be difficult. This is especially the case, when organizations are deep-rooted in fixed time, cost and scope -- and there may be certain conditions where this is still very relevant. Nevertheless, if it’s end user value that you’re seeking (and why wouldn’t you be?) it’s advocated to adopt the following practices and mindsets as alternatives when considering putting a cost on the deliverable.

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The Six Disciplines of Agile Marketing provides a proven framework for applying Agile principles and processes to marketing. Written by celebrated consultant Jim Ewel, this book provides a concise, approachable, and adaptable strategy for the implementation of Agile in virtually any marketing organization. 

The Six Disciplines of Agile Marketing discusses six key areas of practical concern to the marketer who hopes to adopt Agile practices in their organization. They include: 

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Pentest as a Service (PtaaS) company Cobalt is today launching Agile Pentesting, a new offering that provides more control and flexibility to better meet the needs of businesses through versatile, ad hoc testing.

Agile Pentesting allows organizations to identify and address vulnerabilities at a faster, more frequent rate to minimize risk. This contrasts with what Cobalt calls 'comprehensive pentesting', which is often done in support of business drivers like compliance or M&A activity, the new offering helps accelerate customers' DevOps journeys while aligning with their CI/CD pipelines.

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Until the cloud and the idea of big data came along it wasn't unusual for different parts of a firm to have their own information separate from the rest of the business.

But digital transformation initiatives recognize that all information is important to the organization and that silos are increasingly a bad thing.

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Adopting a more agile approach to development has allowed many businesses to speed up the introduction of new products and services.

But banking and financial organizations have tended to be more conservative in their approach and have consequently come under pressure from faster moving fintech competitors.

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As the number of people working remotely increases, organizations are relying more heavily on IT to manage day-to-day activities. This new demand placed on IT infrastructure, especially cloud technologies, brings with it a change. Instead of building a budget in the background, IT professionals need to evaluate how information is going to be consumed by the organization going forward.

In light of the current climate, business priorities are changing. To build a budget that’s agile and can react to changes in service consumption, it’s up to IT professionals to work with the wider organization to really understand what’s important going forward. Many organizations are starting to look to cloud-based technologies as a way to mobilize their workforce in the long term. This means as users continue to work remotely, they will consume more bandwidth and data at an increasingly exponential rate. This increase in consumption has a direct impact on the IT department and subsequently the budget.  

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