Chapter 11: DST Systems Scores with Scrum and Application Lifecycle Management

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?

      

     The problems include the managers unable to decide the way of resources allocation, and also the project managers or employees were working on certain projects and status of specific assets. The group development had used various tools processes and source code control systems without any unified repository for code or a standardized developer tool set. Besides, I think DST must be modified or innovated by new method in order to improve the efficient and function of the old DST system.

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 exist software development tools and experienced strong results. Scrum development help in solving some of these problems by accelerating its software development cycle from 24 months to 6 months and developer productivity increased by 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?

     Other adjustments DST was able to make and use Scrum more effectively in its software projects. It is 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.