Challenges in IT projects
The agile way of working is not yet established in all companies. The prevailing thinking in large IT projects and software development is usually the following: The project is successful if it is "in time" and "in budget".
The problem is that the most important question is forgotten:
What benefit does the development of the product or software bring to customers?
Benefits of the software for customers
60 percent of the software developed in SAP projects is adapted and introduced, but not really used (reading tip: Wybranietz, Klaus. SAP, The Agile Way). Do we really want to invest all our energy in developing software that is not needed?
The agile manifesto
In 2001, a number of software engineering thought leaders published the so-called "Manifesto for Agile Software Development".
The authors of the agile manifesto are experienced and well-known software engineers and developers. And since its publication, the agile manifesto has been regarded as the developers' answer to complicated software process models, such as RUP or the V-model.
For this purpose, the principles for the agile manifesto were created.
Difference to the classical approach
These classic process models in IT projects, such as the waterfall model or the V-model, place more emphasis on compliance with organisational rules and specifications from the software developers' point of view. Here, detailed planning is at the beginning of the project.
The focus of the agile project organisation is strongly on the product or software. And likewise on the close cooperation of the people involved in the creation. This enables an appropriate response to changes within the IT project. It helps to get closer to the project goal.
"We unlock better ways to develop software by doing it ourselves and helping others do it." - Agile Manifesto
Agile transformation - starting the process
The agile transformation is a structural change. Moving from your old approach to the agile approach is a structural change that should be approached in a planned way.
As an Agile Coach, META first takes a look at the Manifesto for Agile Software Developmentwith every new team.
META helps you with the transformation to an agile organisation!
Core statements of the agile manifesto
Individuals and interactions
More than processes and tools
The use of processes and tools is important. Nevertheless, these must not be prioritised over direct cooperation and communication between stakeholders in the project. The success of a software project is largely determined by the cooperation of the people involved. The use of tools is only really effective if all the people involved can also work well together
More than comprehensive documentation
From a development project, the customer expects a system that supports his requirements well. However, good documentation of the activities in the software development process or of the system only help if the system also works. Strict specifications of process paradigms such as the waterfall model tie up many resources in a software project. These cannot then be used for development activities.
Cooperation with the client
More than contract negotiation
Cross-organisational IT projects for development must be regulated by contracts with the contractor and the client. In particular, large IT projects with professional and technical uncertainties often lead to the situation that only the fulfilment of the requirements, functions, deadlines and costs specified in the original contract are satisfactory for stakeholders. The customer is forgotten in the process. Therefore, customers must be actively involved in the planning and content design during the course of the development project.
Responding to change
More than following a plan
Requirements or changes in the organisational or technological environment require a pronounced willingness and ability to adapt. Thus, in the course of a project and development, changes in the requirements for the system must be expected continuously. And thus also with changes to the project plan. Frequently, the priority of requirements changes. Or an unimportant requirement is to be implemented urgently. The project team must then be ready and able to react appropriately to the changes in the plan.
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Hot requirement changes are welcome even late in development. Agile processes use change to the customer's competitive advantage.
Deliver working software regularly within a few weeks or months, preferring the shorter time span.
Subject matter experts and developers need to work together on a daily basis during the project.
Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done.
The most efficient and effective way to communicate information to and within a development team is face-to-face.
Functioning software is the most important measure of progress.
Agile processes promote sustainable development. The clients, developers and users should be able to maintain a steady pace indefinitely.
Constant attention to technical excellence and good design promotes agility.
Simplicity - the art of maximising the amount of undone work - is essential.
The best architectures, requirements and designs are created by self-organised teams.
At regular intervals, the team reflects on how it can become more effective and adjusts its behaviour accordingly.
And your challenges?
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