AGILE COMPANY

Your resources belong to your company, not to the teams

Use case

One of the most common subjects at management discussions is breaking up silos at companies. Companies’ platforms and applications generate and receive a lot of valuable data. Data that can be used by many other platforms and applications. To share the data, companies create enterprise buses and data lakes.

The management realized that data is one of the most valuable assets of the company. One of the most valuable. The most valuable asset is its people. These people are assigned to the teams, teams are assigned to departments, and departments belong to different business groups. 

Organizational structure is similar for teams as for data. The teams have resources that are not shared with anyone. The importance of projects does not matter much, and teams mostly use their resources without considering the company's needs.

The use case is as follows: a manager in department 4 needs someone to work on a project that requires expert knowledge of a specific relational database. The project involves modifying a very complex database code that was written a long time ago. The length of the project is 1 to 2 months.

Is it possible for the manager to get any internal resources to do the work? There is an option to hire an external consultant, but the cost and the delay are significant.

traditional company structure

Traditional approach

The manager is in a very difficult situation, as there is a lack of information about the resources. The company is big, so it has many relational databases, and many departments have database experts. It is difficult for the manager to find any internal resources. Let's look at the approaches that can be taken.

  1. Get a list of people with titles that have the words `database` and `SQL` in them.
    The problem that we encounter right away is that employees mostly do not have very meaningful titles. They are mostly very generic, titles like Developer or Sr Specialist.

     

  2. Ask other managers. The manager needs to ask team leads, as only they truly know who the teams have.
     

  3. Check the source code. It is practically impossible at medium-sized and large enterprises. The source code can be very big. After spending hours trying to find a good resource, it might also turn out that the resource is no longer with the company.

Verdad Analytics approach

Traditionally, the only information that the second- and the third-level management have about the resources is the project or the platform that the team is building. Going a bit further, the management can also see generic titles like Senior Developer and QA.

 

VA Analytics allows management to zoom in on the picture and get titles that reflect the responsibilities.

company under lens

You can see the resources that are available in every team across the whole company. The titles are up-to-date and very specific. They are not just developer, QA, or Application Expert. As the industry is very specialized, it is not enough to know the generic title to decide who should be included in the project.

Going one step further, we can see the details of every person. Specialization doesn’t end at the title. Every person uses a big set of technologies. VA Analytics ranks knowledge of every person for every technology.

personal details

Now when the management decides what project should be done, it can clearly see who is available. People don't have to only work on their teams' projects. Their skills should be used where the company needs them the most.

Use Cases

Company A is a supplier of software that is installed in hospitals across the country. It just got requirements for a new regulatory project that must be completed by January 1.

Regulatory Project

Organizational structure is similar for teams as for data. The teams have resources that are not shared with anyone. The importance of projects does not matter much, and teams mostly use their resources without considering the company's needs.

Agile

Every company has a formalized annual review. It exists so the employee can progress in learning as well as their careers. The company can also reward its best performers. Let's look at how the review is mostly done and how it can be based on data.

Annual Review