Randy has built his career in Fincorp over the last 15 years. He is well regarded for his impeccable ability to deliver. About 8 years ago, Randy was instrumental in building and delivering after-the-fact analytics. His team members worked very closely with him and he would personally ensure that they all succeed and he shielded them from the external world till they developed their own wings. He was handed over the charge for now building the AI team about 18 months ago. While he’s in the forming stage of this team, all his people have got reassigned to new...Read More
Author: S Srinivasan
There’s a lot an organization can learn from the early experiment of the CIO/ CTO’s office to embrace agility, as it decides to drive agility as the new way of working in the entire organization. Here are five things that an organization needs to consider as it decides to embrace agility: Is the change being embraced when the organization is struggling to survive/ grow OR is the organization attempting the change when the going is good. This drives the mindset and consequently the behaviors and action of the leadership which significantly influences the reaction of the rank-and-file. Is the...Read More
Background Company PH is a service provider to customer MG. PH is currently managing 50% of MG’s IT and three other vendors are managing the remaining. There are 100’s of projects every year that’s bid by these vendors to deliver. A little bit about the MG way of working… MG’s umbrella contract states that the warranty expires only after 90 days of continuous no-bugs. So, MG’s managers have a history of holding onto some bugs for 80 days, after the last bug fix and reporting it. This way they try to make it a perpetual warranty. MG’s managers are...Read More
All of us work on projects of different types, size and shape. So, when someone says there’s a risk that we cannot complete this story in the current sprint – we look for alternatives. Can we break that story into two smaller slices? We then include the slice that is more important and we can accomplish. If things go well, we will pull the other slice as well into this sprint, later. So, we know the scope is getting reduced if we hit the uncertainty or risk. Take a situation, where only one person is well-skilled in handling the...Read More
Shanks was the 10th employee of his company. Over the last 10 years it has grown to a 1000 strong organization. He’s now been made the head of the Program Management Office. Just prior to this he was based in the US managing customer relationships. In his new avatar, the mandate was to provide a good forecast of the projects that are running. He looked at the project reviews that were happening – there were plenty of slick graphs and data. He followed that with coffee chats with the various internal stake holders – nobody believed in these reports...Read More
- Should Story Points (as a size measure) be comparable across teams?
- 3 Simple Tips for Building Distributed Teams
- Getting Ready for Enterprise Agility
- Rating Agile Teams
- CHOW #114- No “if’s” in Ownership?
- CHOW #113- Tracking Productivity using Story Points Delivered and Effort
- CHOW #112- Showing Results
- CHOW #111- Agile is driving this successful delivery leader nuts. What can he do?