Part #5: Slow mover
In this post about my work place I’ll look at the pace the organization is able to change direction with regards to processes etc.
Just looking at the size of the development organisation of 2.000 combined with the conservative image will paint crawling images of painfully slow development cycles.
When I first joined the company a raid of CMMI and a RUP-infested evangalists were crusading the corridors of the development department. It made managers and customers shiver and the development teams crawled deeper into the cowboy coding corners. I suspect this to be default behavior when management set sails for CMMI assessments - find the most thoroughly described development model and persuade everyone to follow it. The RUP-whale is hard for cowboy coders to adopt and is often sold as a cook book for project managers which in turn potentionally extends the project duration.
In the beginning of last year a different crusade was set out - and agile became the new buzzword from top management. Nearly a year after and many pilot projects have been through it’s life cycle generating happier customers and happier development teams.
A happy developer and a happy customer makes a happy manager. Wheter the projects are conducted in shorter time or not isn’t apparant - but I wouldn’t care as long as everybody is happy.
This post is part of a series about my work place. They are currently hiring IT-developers in the Copenhagen area. Just send me an e-mail if you are interested - no matter if you are Danish or not (hello jobless friends from Finland).
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