We also wanted to avoid big up-front architecture design. A previous attempt tocreate a next generation of Genomica’s core product had seen the organization spendalmost one year doing architecture-only work to create a grand, unified bioinformatics platform. When the first real scientist-facing application was put on top of thatarchitecture, and we finally validated design decisions made many months earlier, ittook 42 seconds to tab from one field on the screen to the next field. If you think atypical user is impatient, imagine a molecular biologist with a Ph.D. having to wait 42seconds! It was a disaster. We needed a different, more balanced approach to design,which included some design up front combined with a healthy dose of emergent, justin-time design.We also wanted our teams to be more cross-functional. Historically Genomicaoperated like most organizations. Development would hand off work to the testteams only after it was fully completed. We now had a desire for all team membersto synchronize frequently—daily was the goal. In the past, errors were compoundedbecause important issues were being discussed too late in the development effort.People in different areas weren’t communicating frequently enough.For these reasons, and others, we determined that Scrum would be a good fit forGenomica.
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