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Change & Release Management

Change & Release Management
What percentage of your software testing budget is allocated to regression testing?

Top Answer: Regression testing can be the most critical test for software that get upgraded. Better make sure you get a sound back-out plan.

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From a business perspective, what are some barriers to successful product teams in healthcare?

Top Answer: -Lack of standardization: In healthcare, there is often a lack of standardization in terms of products, processes, and even terminology. This can make it difficult for product teams to communicate and collaborate effectively. - Regulations: Healthcare is a heavily regulated industry, which can pose challenges for product teams trying to bring new products to market. - reimbursement: The process of getting reimbursement from insurance companies and other payers can be complex and time-consuming, which can delay or prevent new products from being made available to patients. -Cost: Health care costs are high, and product teams need to be mindful of this when developing new products. They need to ensure that their products are priced appropriately and that they offer value for money. - Access: Healthcare is a complex system, and product teams need to navigate this complexity to ensure that their products are accessible to patients. - Patient safety: Patient safety is of paramount importance in healthcare, and product teams need to take this into account when developing new products.

How do you work with clients when it comes to change management?

Top Answer: We follow agile ways of working in terms of how we advise our customers and what we want them to adopt. We start with initiatives, such as a new technology that we are trying to dock, and we build those initiatives into work streams. We create backlogs, which could be innovation backlogs or part of a product backlog.  So how do you adopt agile ways of working and incorporate change management as part of your safe, agile process? Every initiative is carved into multiple work streams, which may have multiple sprints. As part of the definition of “done”, traceability back to the initiative is critical. As part of our delivery excellence charter, we have a transparent dashboard that visually depicts our team metrics, initiative coverage to sprints and many more to track success to initiatives.

What advice would you give to companies pursuing digital adoption?

Top Answer: Some of the questions that our customers ask are: How do I create a connected and immersive experience for my users? How do I weave new and disruptive tech into my ecosystem? Do I offer the right set of services to my users? Are the systems providing the right coverage, is it secure, nimble and scalable? It’s imperative to organize customer needs into client initiatives and each of these initiatives can then break down into multiple work streams with their own innovation/product backlog that eventually ties back to the client initiatives. Most Enterprise customers have a whole bunch of investments in existing systems, hence all transformation initiatives should start with a baseline of the current systems or investments. Then you can build a blueprint that addresses the gaps in the current systems and provides a path to modernizing and reusing existing investments. Then you’re incorporating net new tech that is pragmatic and relevant to the current ecosystem.

Why do you need multiple change agents for a transformation initiative at the enterprise level?

Top Answer: Transformations in large organizations and cultures have been compared to changing an airplane’s engine mid-flight. That’s because a business needs to continue delivering features and services as it transforms. It must continue helping customers even while the enterprise tries to modernize its culture, processes and technologies with a fixed workforce. It’s a colossal effort that requires impetus from several leaders in the organization to turn it around. Change agents are a critical component for a successful transformation.

How do you manage product releases? If it’s over the weekend, how do you keep your staff motivated who compromise personal / family time?

Top Answer: Never during the weekend. We do multiple releases per week. Always during normal office hours. We are careful to try to finish our releases by Thursday at the latest. We use feature toggles to do partial releases when required. Deployments are done using a canary release and gradual deployment until all customers are in the latest version. Hot fixes can be deployed at any moment.

How are you (CIOs and IT leads here) using product management techniques to manage IT?  Do you follow sprint planning and other PM methodologies?

Top Answer: We do follow a modified scrumban approach. We run weekly springs with frequent releases of “at least” once a week. Demoes every two weeks or as soon as we have some demo-able code. Operations work using a more pure Kamban methodology with clear priorities and “taking from the top”. For projects spring and priorities are dealt by the product owners and the team leaders a few weeks in advance to make sure they are ready to be taken by the dev/design team when added to the board

During a major digital transformation, how do you prioritize projects without playing favorites?

Top Answer: Sometimes you have a project to do for one business leader and then, suddenly, a second business leader will jump in and say, "I could really use that too." In terms of prioritization, you start to get this dovetailing effect, and the project turns out to be a higher priority than we gave it because it can be shared across multiple business units. I always strive to find the one or two projects like that in the queue. If I could show value for a number of different organizational groups or global business units, that would get everybody to back off, to a certain extent. And it also helped me increase the budgets for these programs. I don't know if that is the effect of a PMO, but everybody would be on board. At that point you can also start to show the feature and function of a type of software that does spread across the group, particularly things like CRMs, or supply chain management (SCM) systems.

What are the advantages of increasing visibility into transformation initiatives?

Top Answer: It is really good to have a feedback loop with the business. Before I implement something new, I always try to figure out what the reporting will be: How will I give visibility to create a nice feedback loop? It is super important on the business side, because if they don't trust us, they will not come to us at all. They will just go around us instead. Getting the business to actually work with us means giving a certain level of transparency. If you can't provide some transparency as to what the queue is, and where someone is in the queue, people are frustrated. And I understand that. They have a business problem that they are trying to solve, and if they can't get a firm expectation from you, they’ll solve it themselves because their thinking is, "I need to get this done. This just has to happen."