In this closing segment of a three-part series, Peter Clark explains how he and his company took lessons learned from their first failed attempt at establishing a software development group in India and developed a new and successful plan the second time around.

In this article, the structure of the misaligned IT organization is revealed as process-centric silos which have created an ever-widening chasm with business clients that the enterprise organization is supposed to serve.

Electric Cloud, a leading provider of software production management tools, has always employed an iterative, agile approach to its software development. But like many fast-paced technology companies, a script-driven, manual approach and once-daily integration builds could not scale effectively to support its growth. Through a mix of tools and best practices, Electric Cloud was able to deploy an end-to-end build and change management system with fully automated continuous integration (CI). This new software production system has reduced the time Electric Cloud engineers spend on software production by more than 30 percent and has saved the company an estimated $700,000 per year.

Well-formed agile teams can thrive in a direction ideally set by business vision. Unfortunately, many teams are forced into survival by organizations that push work through the team matrix, forcing teams to establish themselves as dependencies. The purpose of this article is to firmly establish the notion of well-formed teams so that guidance patterns for their creation can help organizations to "thrive" instead of "survive."