Dec 09, 2014
By Anup Abraham
Earlier this year, Excelacom began working with a major MSO to support its transition from Waterfall to Agile in its business services team. Excelacom’s newest Perspective paper, “Transitioning to Agile Software Development in a Large Technical Organization,” describes that process and explains the key lessons learned throughout.
The Waterfall software methodology long favored by large technology organizations is increasingly out of step with modern business requirements. Agile development allows for far more rapid rollouts of new products and features, speeding time to market/revenue under intense and challenging market conditions.
Agile development is sometimes reduced to the idea of delivering software in “sprints,” but it’s much more than that. Agile is an entire mindset, guided by team value and principles, and executed through many different practices (e.g., continuous integration, test-driven development, sprint planning and design spikes). Agile represents a way of thinking that embraces change, regular feedback, full-team collaboration and continuous improvement.
It can be difficult to change from old ways of doing business. As described in the Perspective paper, there are four “must haves” for achieving success with Agile:
In the end, the benefits to Agile software development can be extensive, even organization-shaping. Developers, testers and end users no longer talk past each other, but instead become collaborators in a process that works more quickly and efficiently than ever before.
Agile development allows for far more rapid rollouts of new products and features, speeding time to market/revenue under intense and challenging market conditions.
Mr. Anup Abraham was a Senior Manager providing management consulting for a major MSO in Philadelphia, PA. Anup Abraham joined Excelacom in 2004 as an analyst and quickly fast tracked to Manager. In 2008, he took a role as an Engagement Manager and directed a team that migrated two major Satellite Radio providers’ Supply Chain systems, guiding the new firm to profitability within a year. In this role, he reported directly to the Executive Director of the Satellite firm.More about Anup
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