Marianne Molberg has twenty plus years management experience, with over fifteen years of product development, program management, and operations management experience with company sizes from startup, mid-sized, to large multinationals. Marianne’s deep understanding of scaling agile software development, and product development, has enabled her to lead Program Management organizations with up to fifty globally distributed software development teams focusing across the full product lifecycle. Most recently, she has directed her energy towards building and scaling a decision-making and governance framework using total quality management, agile, and LEAN methodologies to link strategic planning and portfolio execution management for Pearson’s Global Product Organization.
I started my second assignment at Comerica on their fraud trafficking team as a new agile tester. Being completely new to the company and to the process of the Agile Scrum methodology, a framework Comerica utilizes for their software development projects. Scrum is team based work broken down into increments of 2 weeks known as Sprints.
First, let’s take a look at Agile, in particular the role of scope. Several traditional software development models came about in the 1960s, such as incremental, spiral and waterfall modelling. Over time it was realized that the software development team did not realize all of the needs up front. Thus, the customer was was not delivered what was expected. It’s essential to have an outline of who, what, when and where but this is often a transforming list.
They explained that Agile is a project management approach used to respond to unpredictable circumstances in a really efficient way. They talked about their Scrum meetings where they plan out their sprints and assign user stories which the developers work on. They also talked about daily standups in which everyone talks about what they worked on the previous day and what they are planning to work on that day. They explained how Sprints are just small cycles of 2-3 weeks which allow developers to work on incremental updates. These updates are really beneficial as if something breaks then it’s really easy to fix them as they are not as
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
As DCHHS Director Zack Thompson met with his staff during an early Monday meeting, his phone vibrated rapidly across the maple painted conference table where several employees surrounded. After anxiously awaiting four years for this call, he cleared his throat and swiped his finger cross the answer button on his galaxy S4 touch screen cell phone. After a few greetings and a couple of head nods, Zack responded to the caller with an simple thank you, and then released the call. Looking around the table at his assistant directors with a smile on his face, stretched from ear to hear, Zack tells his staff in the meeting “Whatever problem we have today, put it off until tomorrow. We got it!”
In the world of Computer Science, Information Technology, and Software development, people always work together to get tasks done. Whether you get someone from the Business side, the programming side, the Cyber Security side, or even HR, these people all work together sometimes to work on a task and finish the task. Agile is one of the most prominent method of using and as well as building a design for a client’s needs. But to make it a little more complicated, there a few different subsets within Agile – Scrum and Waterfall.
The principles of the new “Agile” Methodology emphasize breaking up the traditional long-term software development cycle into several smaller iterations (or releases) of the product within short timeframes. (Douglas & Tech Trends, Inc., 2006) “These principles spoke to me on a very fundamental level,” said Skinner. Realizing that the change in methodology would help his organization to better meet the organizational goals for Blue Cloud’s development as well as propel them strategically ahead of their competition, Mr. Skinner hired a group of external experts in the Agile Methodology to get the process going. The current development structure at Blue Cloud was a traditional development environment, so Mr. Skinner set up a meeting with the organization to introduce them to the new methodology. At this meeting, he introduced a group of skilled consultants in the new methodology that were to lead the implementation. Mr. Skinner knew that the proper management of the implementation of the new Agile Methodology was going to take program expertise and a lot of training for
Nowadays, the economy evolves rapidly and levels of competition force companies to adopt new approaches In order to keep up with market changes. Many large and medium scale companies have multiple projects and programs in progress, and they are using PMO as an essential part to apply to project management practices. Over time, many companies with long histories of successful PMO and project management practices may want to accelerate their project performance and adopt Agile as a new approach for their projects. As a result, this change can play an important role to raise different type of problems and difficulties between the existing PMO and Agile development team (Agile developers).
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
Over the last 13 years, since the publication of Agile Manifesto, Agile has become very popular and there has been a steady rise in the adoption of agile development methodologies resulting into an increased volume of successful projects and highly motivated and self-organized IT development teams.
There was a need to change our software development process to something that was more transparent, collaborative and iterative. There were few options available that suited our needs however it wasn’t an over night change in methodology. We tried few options like Feature Driven Development methodology and also for Rapid Development methodology for some user experience focused applications. However the neither of those were successfully able to resolve effective work partition and collaboration between teams physically located in different geographical locations. This led us to try some other agile methodologies like Scrum and Extreme Programming. We were successful in resolving a lot of management issues with scrum. Extreme programming