You’ve probably also come across a situation where you have everything you need to implement a project. However, you fail to deliver quality and timely software deliveries from sprint to sprint. Here’s a story of my client.
I was approached by a client who received investment for his startup, but could not launch it on time.
Previously, when developing software products, our client relied on generally accepted approaches to assessing and conducting development, following the recommendations and experience of companies that had a good background and successful projects. As practice has shown, you can learn from someone else’s experience, but it is not always applicable in your situation.
Our customer is a startup from United Kingdom who received investments from a private fund to implement a online payment service. The application must include an electronic wallet, pier-to-pier transfers, cashless payments for partner services (taxi). The application also has functionality for managing personal finances.
As a result, the client received a picture (see sprint 11), with the failure of internal deadlines and failure to fulfill the intended functionality. And this situation was repeated from sprint to sprint! It became clear that it was necessary to change the approach.
After analyzing, based on the experience of previous projects, we came to the conclusion that it is necessary to develop an individual process management system, monitoring these processes, analysis and a system that will provide the client with effective software production. It is important to understand that by introducing one thing, you will not get the desired result! Only by comprehensively approaching the adjustment of the entire process can you significantly improve the performance indicators of teams.
If we look at the graphs above and compare sprint 11, which was before the implementation of our system, and sprint 20, where the system has already been implemented, we will see that the team’s productivity has increased almost 3 times!
At the same time, the approach to planning and evaluating tasks has also changed. In sprint 11, we see a plan of 256 story points, and in sprint 20 – 145.
We would like to emphasize that the implementation / compliance with some part of the methods will not provide the desired result! Only an integrated approach: building processes, setting up the collection of metrics, monitoring, analyzing, adjusting and working with a team on a daily basis will give you a visible effect.
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