President&Chief Executive Officer
Chief Cloud Officer
Head Business Lines
Bucharest Office Manager
Team Leader Physical Layer
Business Development – International Sales, Pentalog Deutschland GmbH
Managing Director Pentalog Deutschland
Consultant Projets IT
- Commercial policy
- Design to cost – Productivity
- East-west topic
- European vs. worldwide offshoring
- Innovation and strategy
- IT consulting
- IT development
- IT outsourcing
- IT outsourcing services
- IT resources
- IT services
- IT strategy
- Machine to machine
- Offshore company
- Offshore destinations
- Offshore e-Commerce
- offshore eCommerce
- Offshore technology and organisation
- Software publishers
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Author Archives: Cornel FATULESCU
I enjoy giving lectures and leading workshops, facilitating events, making presentations and being at the heart of change. However, there is nothing more exciting than doing all this in an environment favourable to creativity and team work. And yes, Pentalog Orleans provides all these conditions with its “Château des Hauts”. Every two to three hours, we would walk around the garden discussing with one or two colleagues about strategy, ongoing actions or the need of assimilating the Pentalog Institute values. Just like in the Happymelly walks, but more often. I personally found the whole exercise very useful just before taking off for vacation, as it allowed me to look back to the results achieved in the first semester and think hard on coming changes.
That the peak of the collaboration and work inRead more « The Pentalog Institute values »
Two months ago, I was doing an agile practices review for one of our clients and I was surprised to see that despite his willingness to practice Scrum there was little understanding of it. Even if most of the people I’ve met in the agile community, experienced at least the Scrum certified course, I can see during debates that there is a major gap between how they perceive it and genuine Scrum. It is useless to remind that the lack of comprehension might do more harm to the organization than before the ScrumBut, as described in my previous article Scrum requires a different mindset.
Suddenly all the important stuff we’ve been used to from the beginning of times disappeared and a strange mixture between the defined process control model (old approach) and the empiricalRead more « Critical checkpoints in Scrum – Part 1 – Release Planning »
From bright ideas to business solutions it is a long way and we all know that the best measure of success is progress. So we need to answer the following requirements:
- 1. You need to go FAST!
2. You need to go FASTER!
3. You need to be the FASTEST!
There is nothing wrong with this approach from the business point of view. Good time to market means “competitiveness” and sometimes even “continuing to exist”.
But business is also about remaining competitive on a long perspective and when it comes to software development this could have a major drawback. You’ll have to adapt, improve your solution, insert new features so that you gain more share and benefit or just to remain on top. This is where “faster is slower dynamics” apply: your enterprise application doesn’t
“I had difficulties respecting deadlines and products were flooded with defects and bugs, which made it even more difficult when accepting changes required by the customer until I decided we have to step into agile world! In Scrum they accept changes diminishing impact because there is no document to update. The team is self-organizing and more responsible so we will have fewer defects in the end. Traditional development models are no longer sufficient or effective.
6 months after software manufacturing with Scrum, we understood that all this was just good advertising and worst results were just about to come!”
Does this desperate message sound familiar? Yes, too familiar! As a CTO at Pentalog I had the opportunity to meet potential clients with similar problems: “we’ve done Scrum but it doesn’t work for us, so weRead more « Scrum requires a different mindset »