Guessing is not a strategy: How to build decision velocity with AI and real-time data
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On Your Mark... The Agile Launch
Without proper management and planning, major product launches can become derailed quickly and lose money as soon as they hit the market. Add to that a fire-drill mentality where project managers pull financial and human resources from other initiatives within an organization, and the ripple effect becomes easy to predict. The solution, some experts say, is enterprise project management based on agile methodology.
It was 2005 and Ennio Carboni was interviewing for director of product management at Ipswitch, a Lexington, Ma.-based software provider. One piece of information in the interview set off alarm bells in his head: The company had instituted Agile processes in its new product development area. If he came on board, Carboni would have to buy into the system.
“I was a large, loud skeptic,” Carboni admits now. “During the interview they told me that this company releases products every 30 days and I thought to myself, ‘That can’t be good!’”
In previous jobs, Carboni had supervised software development using a more traditional “waterfall” model: The company gathered documentation from clients and market research, gave it to their software engineers and asked them to build new products in cycles that could take a year or more to complete. Once the process was underway, and the documentation had gone over …
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