Four Quad helps Organizations which are seeking new and more effective ways to increase success rates of their transformational IT programs.
Four Quad help enterprise to navigate the constant technological innovations, shortening solution lifespan and ever-changing market dynamics and regulatory environments add layers of difficulty to manage complex programs. Four Quad manages ineffective business and IT integration issues, and the inability of businesses to see real-time evolution of their solutions continues to minimize the impact on program success.
While traditional program management focuses on managing time, cost, quality and scope, Four Quad’s Agile management’s process is to enable the program’s ability to meet constituent needs and provide business value efficiently and effectively.
Agile Program Management can be used to manage real-life complex transformations by being more flexible to changing requirements, producing a workable product every few weeks and providing business an opportunity to integrate with IT on a daily basis. Agile management disperses a multi-year complex program into shorter iterations, thereby enabling business to see their vision evolve into a tangible product and provide them with the opportunity to make adjustments if requirements aren’t being met.
Agile methodology life cycles is an effective and successful alternative to traditional system development lifecycles, such as waterfall, iterative or prototyping. A conventional program manager with a million lines of project plan is replaced by a team of product owners and scrum masters who own and run the program with a backlog and release plan. A program manager can focus on managing integration and dependencies with other areas and does not need to spend time on routine change management of scope, cost and timeline. Consequently, does Agile eliminate the need for a project plan? What does a program or project manager do in an Agile program? Let’s answer some of these questions and discuss what the role Four Quad plays in the following key phases of Agile delivery: Planning an Agile program — Program managers focus on providing oversight of teams, rather than a record-keeper of tasks and activities. With more teams and the fast pace of development communication, integration and coordination within the teams and with other supporting groups becomes more critical. Program managers contribute and support release planning, sprint planning and management of product backlog. Running an Agile program — Requires managing multiple scrum teams in a fast-paced environment. This necessitates a high degree of operational effectiveness and continuous monitoring to maintain consistency of output and alignment of release goals in order to achieve the overall product vision. Tracking and reporting in Agile — Requires frequent reporting and quick resolution on impediments affecting sprint progress to provide more predictability in future sprints. Capture the right data in the beginning to understand trends and produce meaningful insights and statistics later.
While Agile helps program managers to focus on other critical aspects of delivery rather than only dealing with the ever-confusing discussion of percentage complete and constant conflicts between IT and business about changing scope — it presents other unique challenges, as well. It requires conventional program managers to shed their fears of a program failing due to a lack of a detailed project plan with thousands of tasks and activities, or not having stacks of documentation to support delivery and validation. Agile requires program managers to manage multiple scrum teams in a fast-paced environment, which needs a high degree of operational effectiveness and continuous monitoring to maintain consistency of output and alignment of release goals in order to achieve the overall product vision.