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Protect Organisation from typical agile failures
Grace Salve & Test Lead
Nisha G.Kotwani
Fiserv India Pvt. Ltd
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2. Abstract
Agile is widely and successfully used pole to pole for all types of projects but still there are projects where Agile can fail.
As per report published in “Forrester’s Research”, projects are facing challenges in adopting agile successfully.
Our paper aims to explore these failures and provide guidelines to overcome and turn them into success stories.

3. Introduction of Agile
Agile methods promotes systematic management process that promotes teamwork, accountability and best practices which helps in speedy delivery.
“Agile Development” is an umbrella term for several iterative and incremental software development methodologies. The most popular agile methodologies include Extreme Programming (XP), Scrum and Kanban.

4. Comparative study of different agile methodology

5. Market Survey

6. Success Rate:

7. Process pain point Unwillingness of Team to Follow Agile
Absence of process discipline
Teams are at variance

8. Solutions Unwillingness of Team to Follow Agile
Interactive Agile training (Boot camp)
Arrange events
Start implementing Agile practices
Highlight positive effect of implementing Agile
Dedicated Agile coach
Ownership

9. Solutions Continues… Absence of process discipline
Dedicated, certified scrum master
All the team members should be on the same page
Every team mate should be trained
Process should be streamlined
Risk and issue should be conveyed at proper time
Project should have technology expert

10. Solutions Continues…
Teams are at variance
Geographical condition
Understand the importance of meeting and ceremonies
Minimum dependency on counterpart
Reduces dependency on other team members

11. Agile decision making framework
Gartner report and Mckinsey report where Agile fail
Decisions have to be made quickly and decisively using the best available information

12. Success and Failure Report

13. Conclusion
Agile is a fail safe environment. A failure can occur only due to wrong or partial adoption of agile. Following the wrong framework also lead to failure.

14. Questionnaire Questions Response General Is team co-located
Is team co-located
Does expert Scrum master available in the team
Does team has subject matter expert
Is task can be divided into small chunks
Are there any features depends on long running batches
Does Project has Agile Coach
Team awareness of Agile methodology
Are Agile trainings/ Boot camps planned for the team
Is project Plan in place and future road map is ready
Is project stable and maintenance patch is expected
Does your organisation follows strict hierarchy
Scrum
Software development projects or programs that have changing requirements
Are you facing changing markets and challenging competition within development of products or software
Do you need to make a more intense or dramatic change in their culture or structure to be successful
Is working software be developed in two-four weeks’ time frame
Kanban
Does project desire small, regular and incremental changes to their structure or processes
Does your project complex system or processes that require long lead times in weeks and months
Hardware product or software that needs to be improved through longer periods of time
Is your software model time boxed XP
Do you team have long running projects
Do your product require deep domain knowledge
Team consist of Senior Developers with excellent communication skill
Is continues integration involved
Does project has pair programming practice
Is organisation follow culture (e.g. shift time)

15. Appendix: None References
Reports from Version1, Gartner, Mckinsey, Foresters

16. Author Biography Grace Salve :
Grace has 9 years of IT experience working as Test Lead with FIserv. She has 2 years of Agile experience.
Nisha Kotwani
Nisha has total 5.5 years of experience working as Test professional with Fiserv. She has total 3 years of experience.

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