Sustaining meaningful change in any organization can be difficult, particularly when there are strong personalities and established practices in place. Most initiatives are either too broad in their changes, or fail to address the needs of participants.
Within the Large Format Printer Division at Hewlett-Packard in Barcelona, despite some of the strongest front-end analysis practices in the industry, projects continued to face delivery challenges similar to those in many other companies.
This case study presents from two perspectives: inside the business and outside, from the external consultant. Both perspectives help us understand the complete picture, and we will see that only when the perspectives are brought together in a team environment do we see the complete value of the engagement.
Jim Brosseau has a career spanning more than 20 years in a variety of roles and responsibilities. He has held successively more responsible positions in military and defense contracting, commercial software development, and training and consulting. He has worked in a QA role, acted as team lead, project manager, and director. In addition, Jim has worked with more than 80 organizations in the past 10 years with a goal of increasing collaborative effectiveness. An integral part of this effort has been a focus on techniques for measurement of productivity gains and ROI for refined development and management practices. His first book, Software Teamwork: Taking Ownership for Success, was published in 2007 by Addison-Wesley Professional.
Carolina Altafulla has been in the technology industry since 1992, first in medical devices and later in the printing industry. She has worked in new product development as development engineer. In QA, she has acted as team lead and initiative manager for international and multidisciplinary projects. Carolina speaks fluently 6 languages. Carolina recently relocated with HP to the USA to broader her experience in Program management for new product development in the printing industry.
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