Chapter 11: DST Systems Scores with Scrum and
Application Lifecycle Management
1. What were some of the problems with
DST Systems’ old software development environment?
I think they were some many software problems, such
as the managers were unable to easily determine how the resources were being
allocated, which also the employees were working on certain projects and status
of specific assets. The group development had used a mixture of tools processes
and source code control systems without any unified repository for code or a
standardized developer tool set. Besides,
I think DST must use new method and better than the old traditional.
2.
How
did Scrum development help solve some of those problems?
Scrum
relies on self-organizing, cross-functional teams supported by a ScrumMaster
and a product owner. The Scrum is exists software development tools and
experienced strong results. Scrum development helped solve some of these
problems by accelerating its software development cycle from 24 months to 6
months and developer productivity increased 20%. What the scrum development
pretty much acted like was the coach for the team. This is how the Scrum
development helped solve some of these problems.
3. What other adjustments did DST make
to be able to use Scrum more effectively in its software projects? What
management, organization and technology issues had to be addressed?
The other adjustments DST was able to make to use
Scrum more effectively in its software projects were by setting up a project
evaluation team to identify the right development environment. DST wanted the
ability to use the new software without significant training and software they
could quickly adopt without jeopardizing AWD’s development cycle. After
considering, DST settled on CollabNet’s offerings. CollabNet specializes in
software designed to work well with agile software development methods such as
Scrum. Its core product is Team Forge, it used to centralize management of
users, projects, processes and assets. DST adopted Collabnet's subversion
product to help with the management control of changes to project documents,
programs, and other information stored as computer files. DST’s adoption of
CollabNet’s products was fast, just requiring 10 weeks. Besides, the adjustment
allowed DST to complete all of their work within the ALM platform.
For the part of management, organization and
technology issues had to be addressed, Jerry Tubbs, the systems development
manager at DST systems, says DST was successful in attempts to revamp the software
group because some factors.
1. Looked for
simplicity rather than complicated
2. Much
cheaper than some of the alternatives
3. Involved developers in the decision making
process to ensure that change to be greeted enthusiastically
4. Allow for the developers to adopt ALM software on
their own.
The
company was successful because they selected the right development framework as
well as the right software to make that change a reality and skillfully managed
the change process.
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