Mike Lyles is a Director of QA and Project Management with over 25 years of IT experience in multiple organizations, including Fortune 50 companies. He has exposure in various IT leadership roles: software development, program management office, and software testing. He has led various teams within testing organizations: functional testing, test environments, software configuration management, test data management, performance testing, test automation, and service virtualization.
Mike has been successful in career development, team building, coaching, and mentoring of IT & QA professionals. Mike has been an international keynote speaker at multiple conferences and events, and is regularly published in testing publications and magazines. His first published motivational book, “The Drive-Thru is Not Always Faster”, was released in 2019.
Many years ago, Stephen Covey made the statement “Nothing Fails Like Success”. He spoke on how that the things we do to be successful today may not be enough for success tomorrow. This powerful statement can be directly applied to how that the changing landscape of IT is affecting the roles of our project teams. Processes, tools, and approaches that were once successful years ago may not be enough today, tomorrow, and beyond.
This philosophy is highly applicable with the role of IT teams today. As teams move from waterfall to Agile & DevOps, there is a call for many changes in strategies that were once successful. The basic project dynamics are evolving into a whole new format. The concept of “shift left” moves from “good to have” to “required” in order for DEV and QA teams to engage in the project dynamics earlier. Years ago, before companies were moving to Agile & DevOps, teams would not have imagined that skills in design, arts, and user interfaces would become so important. However, they are critical roles required in aligning the project teams to ensure success.
Therefore, teams must evolve in multiple ways. First, they must modify basic behavior patterns: increasing the courage of the team, engagement with the project team, being more business driven, and contributing more to the overall project life cycle. Secondly, communication becomes one of the most critical keys to success. And finally, teams must be willing to adapt and function in a changing environment that will continue to evolve as we learn new skills and grow with Agile & DevOps.
Evaluate the many changes that teams face as organizations evolve their SDLC process
Evaluate how that some things remain the same and how to identify those core elements
A checklist of core skills and competencies needed in Agile & DevOps environments
Steps each team must take today to support their organizational growth