Organizational Change And Development Of Management

The Agile development process using empowered, self-organizing teams has enabled a major shift in the Valpak management approach.

Many business use the agile organizational methodology. As they require the ability to remain flexible, enduring ever-changing requirements. The agile organization develops more mission-critical, high-profile systems. Sharing responsibility within small teams (of 15 or less) is also a main principle of an agile organization. Never is a hierarchy design operational in the agile organization, as the group possess the ability to over ride decisions made by management. The agile type of organization displayed itself over time as an entrepreneurial type of organization providing the high-speed changing rather than the standardization of a bureaucratic organization (Johnson, Jackson, & Burrows, 2011).

Unit 12- Valpak Case Study Summary The transformation at Valpak was done in an effort to revamp the company’s business structure to compete with the ever-growing technology market. The company wanted to completely reorganize and transform their organization using Scrum/Kanban agile methodologies. Prior to implementing agile, Valpak utilized the traditional waterfall management approach. They noticed that with this approach they were having issues with IT alignment, missed deadline and a lot of unplanned work. After various meetings with supervisors to discuss concerns and issues, they decided to try Agile.

Managing organizational change is the process of planning and implementing change in organizations with maximum effectiveness and minimum circumstances and resistance. Today 's business environment requires companies to undergo changes almost constantly if they are to remain competitive. In this project paper I am going to discuss organizational change in PepsiCo. I will take a closer look on management approach and forces for change. I will introduce the change, make diagnosis and discuss how the change can be implemented.

Now agile methodologies—which involve new values, principles, practices, and benefits and are a radical alternative to command-and-control-style management—are spreading across a broad range of industries and functions and even into the C-suite. National Public Radio employs agile methods to create new programming. John Deere uses them to develop new machines, and Saab to produce new fighter jets. Intronis, a leader in cloud backup services, uses them in marketing. C.H. Robinson, a global third-party logistics provider, applies them in human resources. Mission Bell Winery uses them for everything from wine production to warehousing to running its senior leadership group. And GE relies on them to speed a much-publicized transition from 20th-century

Tom Westfall has worked in the information technology field for over 30 year, during that time Tom has managed and developed applications for a wide verity of companies. Once coming to Pittsburgh, PA in 2010 to work at Omnyx LLP, he and his wife settled in the Mexican War Street, on Pittsburgh’s Northside. While working at Omnyx LLP, he became very familiar with Agile and Scrum and received his scrum master certification and has used this knowledge to help teams become more predictable. He has also been working with the Agile community in Pittsburgh to grow agile adoption and knowledge in the area. In the last six years he has also gotten the SAFe Agilist (SA) certification. Tom came to PNC as a Project Manager III in 2015, to bring the Agile

The organization would prefer minimized privacy of developers so that everything they do is visible to everyone else in the project. And they would also rather have their developers work on code than the documentation. Customer feedback is deemed important for the prototype presented and this is used to plan the next course of action.

Development Teams at Company X for the past 6 months have provided inconsistent estimations, derailing project timelines and costing 175% of predicted expenses. To help regain control of project timelines and estimation practices, AA Consulting’s team of Agile specialists have been working with the Company X delivery teams.

Agile methods, unlike ISDs, bring constant iterations, constant user involvement, and frequent releases and close communication. Clutterbuck emphasizes how a case study of one small SME shows the success gained when it moved away from ISD towards agile management. Overall, agile management anticipates risks, reacts aggressively to new challenges or encrustations, and allows all parties and decision makers to draw closer together. The only challenge, Clutterbuck (2009) argues, is that agile management does come into conflict with the need to formalize contractual obligations between the customer and the developer or producer of the product (Clutterbuck, 2009).

Whilst CDO’s and agile PM methodologies have been an effective solution in the long term, one of the major drawbacks with this is that it can be very costly and difficult to implement, whilst also yielding minimal results in the short term. Over the last few years, agile has become recognized as a mindset and not just a PM methodology used for software development. For agile to be truly effective, it requires a whole organizational transformation in addition to support from senior leadership who can help drive this digital transformation across their distributed teams (Reference). There is also a very short supply of executives who possess a strong business acumen and in-depth knowledge of technology, making

Agile is an iterative and incremental (evolutionary) approach to software development which is performed in a highly collaborative manner by self-organizing teams within an effective governance framework, with "just enough" ceremony, that produces high quality solutions, in a cost effective and timely manner which meets the changing needs of its stakeholders [1].

Agile methodology is an alternative approach to traditional management, especially in software development. This method assists in responding to the unpredictability of developing software. It uses incremental, iterative work sequences that are generally known as sprints. This methodology is used to minimize risk by developing software in short time boxes. Figure (5) illustrating Agile methodology below.

Programming advancement is a lavish, and regularly a troublesome methodology. It is all around recorded that product activities are ordinarily over timetable, over spending plan and regularly don 't meet client prerequisites. The fundamental issues are all connected with individual’s related issues. To address this issue, the Agile theory was presented in the mid 90 's with a related arrangement of Agile routines. These techniques are particularly intended to enhance programming venture group administration. Readiness in short intends to strip away however much of the largeness, generally connected with conventional programming advancement techniques, as could be expected, so as to elevate speedy reaction to evolving situations, changes in client prerequisites, quicken venture due dates, thus on [1].

Impact of agile software development approach on industry Comparison of different agile methods and their applicability

Agile methodologies provide businesses with a way to quickly react to changes in their environment. By delivering small portions of code over the course of a few weeks, developers can provide end-users with useable functionality on an ongoing basis as they move closer to the goal of providing the complete software. By being more reactive to changes, such as new requirements or changes in priority, agile allows development teams to be able to be more responsive and to provide customers with revised applications that are based on feedback that they have previously provided. Agile models, such as XP, are geared towards cost savings