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Going with the Flow: Agile Development at Dell

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The process of adopting an Agile development software takes time to implement and start

seeing effective production taking place. Dell is one of the earliest personal computer company

and software developments that focuses on developing state-of-the-art innovative solutions at

competitive prices from other technology companies. The board members need to see that the

daily company targets are met within the shortest period. Being a project manager for such a big

firm, a group of people is assigned to the project manager to bring out the best productivity

within a short or expected time frame for the smooth running of the company’s software.

The need to accelerate the Flow development comes with a few things that need to be dealt with

as there is a team assigned to specific tasks that should be completed. Agile development

oversees that the team gets what they require rather than what the product entails, this ensures

that the overall product meets its best quality. To accelerate the Flow the below things must be

dealt with:

1. Current Situation

To maximize the Agile software development the team needs to understand the position

that they are in and how such a situation can be overcome within a short period to enable other

parts of the development to have an ease of flow. To understand that the company spends heavily

on its budget to keep its services and products updated to its customers.

2. Solving the Mistakes

A well-established software company ensures that the product and services that they

introduce to their customers are free of mistakes and other unknown bugs. The time that it takes

to solve such a problem while in its development stages is very critical for any company. The

time required to develop a certain service or a product and then to test it consumes a lot of time

and money. Maximizing the company’s resources ensures that it stays on top of its mandate and

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deliver quality service and product in the software market hence being ahead of the competition

(Verbruggen, 2019).

3. Process Efficiency

This process allows the team to measure a product on a scale of 0 to 100%, where 0%

indicates that a certain product has not yet started its implementation process of development

while 100%, of the product, has met its customer satisfaction rating. When the rate of process

efficiency is greater it enables the company to save on the capital that is invested to ensure that a

product has been developed (Tanveeret al., 2017)

SPI Board Review

As a mandatory supervisor and tracking on which stages a certain development of a

product has reached a board review meeting must be conducted. Being still a new project

manager for Agile development at Dell, some other solutions and methodologies were in place,

so the team had a hard time shifting from one item to another thus it slowed the process.

Educating and training the team on the new Flow adaption is an ongoing process hence most of

the team members are learning quickly and adapting the new ways.

There was uncertainty regarding the Change Management Board in Texas on its

responses on whether they will be able to deliver the code management tool that is supposed to

be upgraded with the virtual Kanban functionality. With the team putting too much effort to

accommodate the new Flow assimilation, it is noticed that they are working too hard thus

affecting their morale as much time is used for the development.

Lean manufacturing principle is well outlined and demonstrated in the above-mentioned case

study. It involves the following;

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a) Build Quality In

Build quality in ensures that team members at the software development company

produced a high-end product that appeals to its customer. In the case study, it is well mentioned

that Dell is ensuring that the product and services it provides to its targeted customer are of state

of the art development.

b) Creating Knowledge

The adaption of Flow for Agile software development opens opportunity for the team
members to have an extensive understanding of what needs to be done by the firm, train the
employees on various methodologies that should be adopted to increase high productivity rate, at
the same time ensure that product and services generated are of expected quality (Poppendieck &
Poppendieck, 2016). Creating knowledge is well established in the case study as there are
meetings conducted to share the progress and learn where the development needs improvement.

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References

Poppendieck, M., & Poppendieck, T. (2016). Lean software development: an agile toolkit.

Addison-Wesley.

Tanveer, Binish, et al. “Effort Estimation in Agile Software Development: Case Study and

Improvement Framework.” Journal of Software: Evolution and Process, vol. 29, no. 11,

2017, p. e1862. Crossref, https://doi.org/10.1002/smr.1862.

Verbruggen, F., Sutherland, J., van der Werf, J. M., Brinkkemper, S., & Sutherland, A. (2019,

January). Process Efficiency-Adapting Flow to the Agile Improvement Effort.

In Proceedings of the 52nd Hawaii International Conference on System Sciences.

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