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December 2011 Volume 11

GE's journey from waterfall to Agile practices

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 ...

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