Case Study 11 (DST Systems Scores with Scrum and Application Lifecycle Management)

Case Study 11

DST Systems Scores with Scrum and Application Lifecycle Management

Question 1

What were some of the problems with DST Systems’ old software development environment?

Answer

DST Systems is a software development company whose flagship product, Automated Work Distributor, increases back – office efficiency and help offices become paperless. DST was founded in1969 and its headquarters are in Kansas City, Missouri. The company has approximately ten thousand employees, 1200 of whom are software developers.

Some of the problem is DST Systems’ used a mixture of tools, processes, and sourced code control system, different group within the organization used very different tools for software development for example like Eclipse.  This makes managers hard to unable to easily determine how resources were being allocated, which of their employees were working on certain project, and the status of specific assets. Other than that, the previous method that is “waterfall” method which is used for designing, coding, testing and integrating its product. In the waterfall model of software development, progression flows sequentially from one step to next like a waterfall, with each step unable to start until the previous step has been completed.

Question 2

How did Scrum development help solve some of those problems?

Answer

Scrum is a framework for agile software development in which project progress via a series of iteration called sprints. Scrum projects make progress in a series of sprints, which are time boxed iterations no more than a month long. Scrum development help solve some of those problem by relies on self- organizing, cross- functional teams supported by a Scrum Master and a product owner. The Scrum Master acts as a coach for the team, while the product owner represents the business, customers or users in guiding the team toward building the right product. DST tried Scrum with its existing software development tools and experienced strong results. The company accelerated its software development cycle from 24 to 6 month and developer productivity increased 20 present. 

Question 3

What other adjustments did DST make to be able to use Scrum more effectively in its software projects? What management, organization and technology issues had to be addressed?

Answer

The other adjustments DST was able to make to use Scrum more effectively in its software projects were by setting up a project evaluation team to identify the right development environment. DST wanted the ability to use the new software without significant training and software they could quickly adopt without jeopardizing AWD’s development cycle. After considering, DST settled on CollabNet’s offerings.

CollabNet specializes in software designed to work well with agile software development methods such as Scrum. Its core product is TeamForge, it used to centralize management of users, projects, processes and assets. DST adopted Collabnet's subversion product to help with the management control of changes to project documents, programs, and other information stored as computer files. DST’s adoption of CollabNet’s products was fast, just requiring 10 weeks. Besides, the adjustment allowed DST to complete all of their work within the ALM platform.

For the part of management, organization and technology issues had to be addressed, Jerry Tubbs, the systems development manager at DST systems, says DST was successful in attempts to revamp the software group because some factors.

1.  Looked for simplicity rather than complicated

2.  Much cheaper than some of the alternatives

3. Involved developers in the decision making process to ensure that change to be greeted enthusiastically

4. Allow for the developers to adopt ALM software on their own.

The company was successful because they selected the right development framework as well as the right software to make that change a reality and skillfully managed the change process.