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GE's journey from waterfall to Agile practices
This article is part of the December 2011 Volume 11 issue of CIO Decisions
When Paul Rogers said he wanted to replace the traditional waterfall software development processes in General Electric Co.'s Energy division with the Agile practice of two-week iterations, the division's business leaders told him it couldn't be done. More on Agile practices Agile project management, from Agile to waterfall Agile development methodology not easy but worth the effort, users say FAQ: Agile practices and their role in software development Just one code build within a complex software release for the Energy division could take as long as 24 hours. Rogers, the newly minted executive manager of GE's Software Solutions Group (SSG), wanted new builds for customer-facing Energy software done in 20 minutes. "With Agile, you choose to do what you can't do, which then makes you have to change," he said during a presentation at Forrester Research Inc.'s recent Application Development & Delivery Forum in Boston. "With two-week iterations, all of a sudden the team started to get very creative with what they had to use, or the ...
Features in this issue
A CIO uses services-oriented architecture and agile project management to reposition his company for growth and modernize IT and business processes.
It is up to Agile project management leaders to set a realistic and sustainable pace for these projects.
Traditional project management can ruin the best-intentioned IT efforts. It's time to get flexible and interact with stakeholders using Agile methods.
News in this issue
Enterprises are relying on the CIO for faster time to market and faster time to value through the use of Agile practices.
General Electric Co. turned to Agile practices to revamp software development in its Energy division. Now Agile is making its way across the company.