After 3 rounds of layoffs last year IT has been stripped to bare bones. Business is upset that IT can’t move quickly/ deliver. Rumor mill is saying IT will reorg to balance out resources in key areas to try and pick up the pace of delivery. IT senior leaders are supposedly meeting after the holiday weekend to discuss the plan. Does anyone have any insight?
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The problem is all the legacy TMO PM's are gone. They managed the people and the tasks, not the program. The business or technology leader did that. Sprint's PM philosophy is that the PM knows and controls everything from people to tech to timelines to the business opportunity. I've always seen it as why Sprint is/was so messed up and could never finish a technical implementation.
I see issues with program management or more importantly the lack thereof. PMs are NOT PMing. Development is the worst-the number of defects that are opened is insane, even before you get to QA. Not sure how you expect QA to save the world if the nothing given to them works properly.
Yes, business is at fault for cybersecurity breach, poor reliability of systems, poor architecture design, inability to deliver on new capital programs, Universe 2.0 and more. That’s who is to blame for sure.
They will hire those exact people and ask us to train them.
Let's hire more contractors who don't know how to paste a stack trace into Google search box. That should fix it.
And now security is involved, we are moving at webspeed patching cr-p that management did not allocate budget to fix/upgrade years ago. A real Ulf- show for sure. Lori is doing great.
Bring back Marcus!
My experience when I still worked there was that if you had to test something between Core Network and IT, you spent countless meetings trying to get an IT QA resource. There was generally a "coordinator" and then a testing "group" to test each individual part of the solution. And from what I could tell, the QA testers all seemed to be from the same hometown in India.
Streamline your delivery process, audit the ROI for the entire QA group, ask why most testers do not have any knowledge of basic concepts, from CRM to BE processing, full cycle from account creation to provisioning and collections. Review how many blocking defects are being reported verses actual issues post-investigation. Ask how do deliver so many functional requirements in “off mode” and why? The entire org is too heavy in mgmt and 99.9 % of QA org is contracted employees from India who do not have any work experience in this industry much less TMO business flows. How can you deliver a product or enhancement when those responsible for certifying pre-prod deliverables are not able to explain what they are certifying? Time to stop the madness in QA and either train the people or stop with the enabling of the bloated development/ test org now!
Um, the business is the weak link here. They missed the train with R2D2 and still don't know what agile is. John and Callie are to blame here. I bet they could not publicly explain what scaled agile is to their teams!!! I hope the board is paying attention!