Agile or Waterfall Development: The Clementon Company Dilemma

Assignment Task

Case Study

It was a tough time for Mr. Shankar Elan, the program manager responsible for rolling out Helpdesk Management (HDM) in all the divisions of The Clementon Company’s (TCC) IT operations. A month ago, when the base version of HDM was rolled out to the Latin American users, it turned out to be a nightmarish situation for Mr. Elan and the whole HDM team, as they got to know that there were more than 80 post-production defects. While the HDM team is still clearing away all those defects, the client management is insisting on the successive roll outs of the product to other geographies and other operational units with the requested functionalities within 5 months from now.

The roll out that went ahead last month was limited to only less than a hundred users of the Incident Management functionality of the product, and these were all people who have not used any sophisticated tools for this functionality prior to this roll out. Other features of the product such as Change Management, Configuration Management and Problem Management were not required for the users in Latin America. In comparison, the final roll out is aimed at several thousand users across the globe, including those who have used other sophisticated tools for functionalities such as Incident Management, Change Management.

This would mean that those users would be more critical in reviewing the features of the product and the number of defects reported could go very high, if proper attention is not given to the requirements or if the expectations about the product are not set right in the minds of the users. Only the help desk users (of TCC) of Latin America are using the product right now, and in a few months’ time, the same tool has to be rolled out to all other operational units. Mr. Andrew Partha, vice president, Infrastructure Delivery Unit of Iota Consultancy Services (ICS), is also the head responsible for all the proprietary software products developed and owned by ICS. He has entrusted Elan with the huge task of successfully deploying the HDM product in TCC’s IT landscape. The recent customer complaints about the poor performance of the product have annoyed him and the pressure has percolated down on Elan. He has to find out ways to ensure that the product implementations in other geographies planned in the coming months will go smoothly.

Question

1. What are the different selection criteria that will help decide between the waterfall and agile software development methodologies?

2. What should have been different if the waterfall methodology followed in this project were to succeed?

3. What are the major issues that resulted because of the adoption of waterfall methodology for HDM development?

4. If ICS decides to go ahead with the agile development methodology for HDM, what are the challenges they would anticipate?

5. What are the changes that ICS needs to make (that may include people, process and technology), in order to embark on an agile methodology for HDM implementation?

6. How does the use of cognitive automation technologies and trends such as Robotics Process Automation impact the selection of software development methodologies?

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