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Hugos has created a three-step process that he calls Define-Design-Build that he believes works for all IT projects requiring agility and innovation. Each step has a tight time frame and budget, along with specific deliverables.
The define stage takes 2-to- 6 weeks and represents 5-to-10% of the projects costs; the design stage takes 1-to-3 months and represents 15-to-30% of the costs; and the build stage takes 2-to-6-months and represents 60-to-80% of the costs. It's not necessary to know the specifics of a project to come up with these time frames, he says. "There is only that much time available if you are truly going to be agile," he adds. "If the work cannot meet those requirements, then stop the project because whatever is being done is neither innovative nor agile."
Hugos has the credibility to make statements like this. His IT group was recognized with four industry awards in a five-year period. Agile and innovative IT enabled the company to grow revenue by almost 20% each of those years. Not a bad track record for any CIO.
Reprinted by permission of John Wiley & Sons. Excerpted from Business Agility: Sustainable Prosperity in a Relentlessly Competitive World, Copyright (c) 2009 John Wiley & Sons, Inc.; All Rights Reserved
Also of interest:
Book:
My Life Is Failure: 100 Things You Should Know to Be a Better Project Leader by Jim Johnson, published by Standish Group International, August 2006.
Blog:
The Agile Executive by Israel Gat, dedicated to the subject of agile software development. Gat is a Senior Consultant with Cutter Consortium's Agile Product & Project Management practice. He is recognized as the architect of the Agile transformation at BMC Software.
Article:
Cargo Cult Methodology: How Agile Can Go Terribly, Terribly Wrong by Charlie Martin, published by CIO magazine, August 7, 2008. Agile methodologies seemed like a good idea to this software development team. But when the company doesn't sincerely accept the change in work style, the result is just a buzzword for project hell.
Article:
IBM Unveils Real-Time Software to Find Trends in Vast Data Sets, by Ashlee Vance, published by The New York Times, May 20, 2009. New software from IBM, called stream processing, can absorb huge volumes of data and quickly find correlations within it. This has the potential to enable companies to be more responsive to changes in their businesses environment.
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