Network and application visibility is turning the tables for IT administrators, because when they get a complete, instantaneous and comprehensive view into applications, connections, and users, they can much more rapidly identify problems and cut to the chase to solve them. Here is a dirty IT secret… Sometimes we have no idea what to do when a user calls to complain. At this point we call someone else because it could be a network issue, a server issue or something entirely different. Sometimes steps 1-6 will fix something, but often times this is the point that we figure out that the problem may be bigger than just the user’s end device, and we bring in the server team (or network team). If we called the server team and it isn’t actually a server issue, we then call the network team (and vice-versa).
So in an average year, just by reducing the time to troubleshoot issues, you can save $100k, per year. In fact, you may have seen Agile expanding outside of software development and IT into sectors like banking, management consulting, automotive manufacturing, and healthcare. According to a recent global survey from PricewaterhouseCoopers on the state of project management, 34% of you now use Agile PM methods within your companies and a majority of PMs (62%) are certified Agile practitioners.
Both approaches recognise the triple constraints of cost, schedule, and scope; where they differ is in the implementation. First, waterfall development encourages locking down scope requirements so that schedule and cost can be planned, and sees feedback as “rework” — something to be avoided through better planning. In traditional project management, you—the project manager—are responsible for balancing scope, cost, and schedule, as well as managing quality, reporting, and interpersonal issues.


Despite the differences between Project Management Institute (PMI) and Agile approaches, many of the practices identified in the Project Management Book of Knowledge (PMBOK) are quite compatible with Agile practices.
The PMBOK identifies Initiating, Planning, Executing, Controlling, and Closing as the process groups within project management. When engaging in a merger or acquisition the complexity of issues for consolidation of staff and technology becomes a highly charged and often underestimated undertaking.
Mac or Linux users aren’t immune to this step either, we’ll check for updates from them too. In the second scenario, we don’t spend a lot of time troubleshooting the wrong issue and instead in a few seconds get the right people working on the problem.
That is close to half of one person’s time just troubleshooting.  It is no wonder Gartner estimates 60-70% of IT’s resources are used just to keep things running! Companies are moving to Agile methods because the global marketplace demands they bring products to market that better reflect their customers’ needs. Instead of designing an end-to-end, upfront solution (a solution that may be infeasible or outdated before it’s even implemented,) Agile teams build the solution incrementally—allowing you to mitigate risks, accommodate changing market needs, and deliver valuable features more quickly. Agile, on the other hand, recognises that scope is always variable, and sees feedback as a critical and inextricable part of a planning process that continues through execution. In Agile project management, the whole team commits to shared decisions and collaborates in its work to meet these commitments. In fact, when followed with discipline and rigour, Agile methods are just as compliant with the Capability Maturity Model Integration (CMMI) as traditional waterfall methods.


The Agile process phases of Envisioning, Roadmap, Release, Adapting, and Closing are similar to the PMBOK phases, but better reflect the reality of how a project is delivered or software solutions are actually developed. This demands senior skilled individual resources to support the CIO as they transition into cloud based services & deliver results to the Board of Directors. If it is just one application that is showing an issue, right click on that and see if it is just you, or everyone in the company.
Where the traditional “waterfall” approach —with its sequential phases and heavy investment in large-scale, up-front design—lacks the flexibility to respond swiftly to changing markets, Agile approaches offer faster delivery, higher quality, and an engaged development team that can deliver on its commitments.
Agile methods have been shown to cut time-to-market by 50% and increase productivity by 25%. Your Agile project management support equips the team to become fully engaged and motivated contributors, who can produce high-quality work at a faster pace. The differences lie in when and how these practices are executed and the lexicon used by their practitioners as seen in the table below.




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