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
January 2015 M T W T F S S « Dec 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
TagsAgile Android big data château des hauts CIO Cloud cloud computing consulting digital transformation digitization e-commerce Embedded embedded systems emerging innovation innovation IT IT budget It consulting IT development IT industry it nearshore it offshore IT offshore press review it outsourcing it outsourcing company IT services IT services company IT services company offer IT Strategy M2M Mobile World Congress Mobility Nearshore nearshore outsourcing Offshore offshore outsourcing outsourcing R&D reduce costs risk management Scrum social networks software development methodologies start-up startup
Tag Archives: Scrum
You have probably heard before about Pentalog’s agility process. This program was called “Guépard” and started in July 2014. The transformation will naturally target both the clients’ (production) teams and our internal services.
Why “Guépard” (Cheetah)? Because it is the fastest animal on earth with amazing speed. These innate skills are reinforced by their ability to adapt to every situation, confirmed by their existence of 3.5 – 4 million years, long before the appearance of the other large felines.
The need for agility is a result of the following main factors:
- the increasingly dynamic business environment calls for ideal partners able to adapt their clients’ needs to the new contexts (extremely dynamic markets, volatile opportunities, new technologies);
- in its turn, Pentalog is constantly seeking to improve the efficiency and effectiveness of its services
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 »
I attended ScrumDay 2012, organized by the French Scrum User Group (French only), together with Cornel Fatulescu, Director of the Pentalog Institute. Despite the participation fee, I guess about 500 people took part in the conferences.
Personally, I have chosen the following conferences:
Scrum for business teams
The presentation was a feedback on the experience gained while implementing Scrum within a Marketing team whose members traditionally do not deal directly with the concepts of timebox and products as such. In any case, the conclusions reached before method deployment were similar to what we came across when dealing with IT projects: lack of understanding and communication, working in a permanent state of emergency and little priority management.
I firmly believe in Agile methods both for production teams and for business activities (beside
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 »