Insight
Control Your DLC Chaos: Four Steps to Better DLC Governance

>>Control Your DLC Chaos: Four Steps to Better DLC Governance

It’s easy to slip into habits that can derail your development life cycle. The untoward effect being failed releases, late releases, and a whole lot of costly rework. And, we don’t need to mention how it crushes your team’s enthusiasm and passion.

Yet, you can control the chaos and deliver higher quality products faster…and reignite the team to have more commitment and drive for creating world-class output.

Let me make four points for you and let me know where you feel most strong and where you see areas for improvement.

bad habits

Point 1:
Human and organizational bad habits are eroding digital product quality and competitiveness.

  • What are these bad habits? No process, no control, no KPI
  • No proven, reliable process leads to reinventing the wheel every cycle or as staff change

To deliver sustained quality and value in the market, your organization must stay on the ball.  It can be challenging to operate as a unit when you’re made up of multiple individuals, each with different experience, skill, and personality.  You need process.  Process enables teams to work in harmony to reach the common goal.  You also need that process to be documented in a form that both seasoned veterans as well as new folks can reference for consistency of execution.  If you don’t have a process that everyone can follow, then your outcomes will vary at least as much as the makeup of your team varies.

process

Point 2:
Eliminating variation, rooting out problem processes and standardizing good processes is key to creating the best digital product possible (emphasis on measurement).

  • The journey starts with visualization of current state
  • Explore – Explain – Enforce
  • Finalize with clarity and documentation that yields standardization

Not unlike measuring your delivery performance against market expectations, measuring execution of your team’s function against your standards is critical to sustainable success.  Have a clear definition of your process and standards.  Reward the positives; deter the negatives.  A disciplined culture of continuous improvement is fundamental to high-quality, engaging products and services.

handshake

Point 3:
Your organization can revolutionize customer loyalty, market competitiveness and speed-to-market by enhancing key aspects of your DLC governance.

  • Find problems or risks sooner within the dev cycle
  • Avoid the cost of botched releases or failed launches
  • Elevate executive trust and perception of the product and your process (yields more investment!)

Everyone craves “faster…better…cheaper.”  In a mature and optimized DLC, each of these fuels the other two—not stifles.  When your build and deploy process is simplified and automated, you can leverage it to find issues before expensive manual reworks are repeatedly necessary.  The more you shift left and push towards a continuous flow, the easier it is to deliver to the market right when you need to: ahead of your competition.

THUMBS UP

Point 4:
Here are the 3 steps to take to control of the chaos and create customer bliss.

  • Design process for control
  • Put measurements in place
  • Continuous improvement and standardize what works well

The ability to deliver what the market demands requires measuring your own performance.  Any actions you take to adjust along the way will only yield expected results if your delivery process is well-controlled.  Your process can’t be under your control if you don’t have it fully defined and documented.  Start there, measure your performance, and foster disciplined improvements to mature and enrich your standards.

If you see these patterns playing out in your organization, we can help. We would start with a brief awareness training session or provide shadowing support from our execution perspective to help release pressure valve and zero in on key areas for governance improvement.

If you would like to learn more about any of the SDLC services, contact us at 412.373.1950 or email.

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Point of View Contributor

Paul Taylor, Director, Office of CIO Services

Paul Taylor, Director, Office of CIO Services is responsible for identifying, delivering and maturing Service Delivery Strategy in Project Management, Application Development, Quality Assurance and Lean Transformation to help our customers get products to market early, accurately and efficiently. Paul has over 20 years’ experience working in the Pharmaceutical and Healthcare Industries where he has defined, built, managed, and continuously improved global products, services, and operations through adoption of lean management principles and best practice tailored to customer value. Paul holds a Masters Degree in Electronic Information Management from St. Andrew’s University in Scotland and when he’s not solving complex business problems for our customers, enjoys Rugby, golf, and spending time with his family.

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