What was good and what could have been better is noted and applied to the next sprint. They are brought out in the retrospective process. “But there are usually other reasons for success or mistakes along the way. “There is a tendency to see this as a praise and blame session,” Seiden says. During the review, which takes place after each incremental delivery, they look for things they could change to be better. They credit the retrospective process-a review of what was delivered and the way the work was done. Gaining a consensus may seem like pie in the sky, but Seiden and Sieverts have witnessed positive results. Product owners will gather opinions and gain a consensus based on feedback from the business side, the operations side and from IT. These decisions won’t, or at least they shouldn’t be, made in a vacuum. ![]() There will be decisions that determine how the integrations will be done, the data that will be transferred, and which users get their functionality first. Agile methodology promotes the inter-department knowledge transfer that is important to future development.Ī good example is when the integrations with other platforms become necessary. ![]() As a group, they will decide what technology fits best in each situation. All these skilled people need to work together and understand each other better. Modern RPG skills and traditional backend skills remain coveted, but modern SQL database skills open source development skills such as PHP, Node.js, JavaScript user interface and user experience expertise and a new breed of business analysts are adding to the diversity. It’s obvious IBM i development teams are growing more diverse. The team also needs to include someone who represents the end user of the software,” Seiden says.Īlan Seiden and Lisa Sieverts discuss the value of agile development at a Seiden Group training session. Business people must be involved every step of the way and have shared responsibility for the results. “Business cannot just hand off projects to IT with a vague idea of what needs to be accomplished. Done correctly, it promotes collaboration among the developers and the business and operations people. ![]() “It facilitates continual work on small feature sets that are prioritized by customers and delivered in small increments of functionality.”Īgile is team oriented. “Agile allows the product to evolve over time,” says Lisa Sieverts, an Agile Certified Practitioner and principal at Facilitated Change. ![]() Incremental change as a result of continuous customer feedback is one of the hallmarks of agile development, a process that has gained favor among organizations that see business transformation as critical for business success. That level of choice and complexity benefits from an agile process, ” Seiden says. Now we have Web and mobile interfaces and diverse technologies working on the i. Developers would copy an older program and know what to expect (end users knew what to expect too). “IBM i environments of the past were unified with RPG and Db2 and with few choices for user interface. At the bi-annual CIO Summit, hosted by Seiden Group’s Alan Seiden, IT executives discuss agile development practices as one tool to help their IBM i development teams deliver better business solutions in situations where IT is breaking new technical ground or user requirements are uncertain. Being Agile With IBM i In A Changing Business Climateīusiness conditions are changing, and C-level executives are troubled by a lack of IT responsiveness to changing business conditions.ĬIOs are feeling the pressure to step up.
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