case study agile scrum

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Examples of Scrum Case Studies

[Updated February 2024]

Successful Scrum Implementations across various Industries

In my Scrum training courses , students often ask for examples of Scrum case studies. This happens consistently in classes for Product Owners, Scrum Masters, and our Advanced courses . 

In general, I believe case studies are irrelevant to learning Scrum. To truly grasp Scrum, it is best to experience it firsthand. By trying it yourself, you can then evaluate (inspect and adapt) and make necessary adjustments. This is more effective than solely relying on reading about how others have implemented it.

However, I recognize the value of seeing successful adoption when learning new skills and toolkits. Today, I decided to succumb to this request and offer up these seventeen examples for your reading pleasure.

• Dutch Railways : this case study describes how Dutch Railways used a distributed team from the Netherlands and India to implement Scrum . It was successful after a previous project failed to deliver in three years. The case study discusses architecture, requirements, documentation, and other topics.
• Agile Project Management at Intel – A Scrum Odyssey:   is a detailed case study that describes how Intel used distributed Scrum within a traditional management culture to reduce cycle time by 66% and eliminate schedule slips within a year .
• Scrum Boosts Effectiveness at the BBC :  in this thirty-eight-minute video presentation, the Head of Development of the BBC's New Media Division discusses their multi-year journey to use Scrum effectively.
• Owning the Sky with Agile: this case study describes the results of Jeff Sutherland's effort to help Saab Defense adopt Agile practices to develop an advanced fighter jet. While the title says "Agile, "this is a case study of Scrum's effectiveness in building mission-critical software.
• Effects of Scrum Nine Months Later :  case study author Richard Bank identifies the lasting benefits of Scrum after a disastrous, piecemeal introduction of Scrum . Be sure to read his candid assessment of how he failed.
• Effective Practices and Federal Challenges in Applying Agile Methods :  the Government Accountability Office (GAO) reviews the challenges and success factors for Agile projects within the federal government based on their investigation of four successful programs.
• Adobe Premiere Pro Scrum Adoption : in this 2012 study, Adobe explains how they used Scrum to successfully coordinate the actions of a distributed Scrum Team within an environment composed of non-Scrum Teams .
• Mayden's Transformation from Waterfall to Scrum:  the Scrum Alliance offers this short case study of how a young UK provider of cloud-based software used Scrum to break away from old habits to improve code quality and customer service.
• Borland's Agile Journey – A Case Study in Enterprise Transformation :  in this 2009 case study, the Senior Vice President of R&D at Borland talks about the benefits they received and the key lessons learned in their three-year journey to apply Scrum to their business.
• My Experience as QA in Scrum : This is a detailed experience report of the day-to-day activities of a tester on a Scrum Team.
• Moving Back to Scrum and Scaling to Scrum of Scrum in Less Than a Year :  this fifteen-minute video presentation explains how one Brazilian company struggled with Scrum, failed, and eventually succeeded .
• Introducing Scrum in Companies in Norway:  Nordic researchers provide this case study of the factors that lead to successful Scrum adoption and which factors lead to failure and frustration. 
• A CIO's Playbook for Adopting the Scrum Method of Achieving Software Agility :  this 28-page whitepaper from 2005 describes step-by-step how Ken Schwaber envisioned a Scrum business transformation might unfold .

Qualifying for the List:

• Do "out-of-the-box" Scrum with very few modifications.
• Write a document or blog entry describing their experience (a PowerPoint presentation without narration does not qualify).
• Case Study is freely available on the internet.

Additional Resources for Scrum Learning

Already a Certified Product Owner or Certified Scrum Master?  Check out our online, on-demand advanced training programs.   The world’s first online, on-demand Advanced Scrum Certification offers you the unique ability to earn an A-CSM, A-CSPO, CSP-PO, or CSP-SM at a pace that works for you.

Editors Note: This blog was initially published in 2012 and has been revised repeatedly, republished in 2022, and most recently updated in February 2024. Do you have a case study you'd like to add?    Contact us .

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Case Study: Mayden's Transformation from Waterfall to Scrum

Mayden is a small and successful U.K. company that develops managed Web applications for the health care sector. They specialize in flexible, cloud-based software, delivered by a team of 44 from two locations in England. Celebrating their tenth anniversary in 2014, Mayden has built a track record of delivering value to its customers with applications that have the power to change the way that services are delivered by health care staff — and experienced by patients. Given a relatively young company that focuses on innovation and flexibility, you might think that Mayden grew up embracing business agility , but that wasn't the case. The company did have a reputation for being responsive to customer needs, but it tried to execute within a traditional project management environment. CEO Chris May explains the problems that surfaced as a result of trying to be flexible in a Waterfall environment: "Our best-laid plans were continually being hijacked for short-priority developments. The end result was that we reached a point where we had started lots of things but were finishing very little." This created what Operations Director Chris Eldridge refers to as an "illusion of progress" — projects were frequently assigned to only one person, so the work "often took months to complete." From a development team standpoint, this approach created individual expertise and worked against a team environment. People were seen as specialists, and some developers had a large backlog of work while others had insufficient work — but they were unable to assist their colleagues because they didn't have that specialist knowledge. This created individual silos and led to lack of variety as well as boredom and low morale. From a company standpoint, it also led to poor skills coverage, with multiple "single points of failure" in the development team.

Ready to Change

Fortunately, Mayden recognized that the situation wasn't ideal. When an opportunity to develop a brand-new product with brand-new technology presented itself, the staff was enthusiastic about trying a new approach. While there was some discussion of hybrid project execution approaches, the decision quickly came down to using Scrum or continuing with the traditional Waterfall-based method that the organization had in place. A number of people on the development team were interested in agile. One of them, Rob Cullingford, decided to do something about it. Without really knowing what to expect, he booked himself on a Certified ScrumMaster® (CSM) course with Paul Goddard of Agilify. At the end of the course, Cullingford was not only a CSM but a "complete convert." He presented his experience to the rest of the development team and convinced Mayden to bring Agilify and Goddard in to provide them with CSM training, with similarly positive results. Cullingford points out that Mayden management had a vital role to play in the decision to use Scrum. "The company's management team really grasped the concepts of Scrum and had the foresight to see how it could transform the way we delivered our projects, and moved decisively," he explains. Eldridge had a background in Lean manufacturing, and he saw a number of significant similarities that helped support his quick acceptance of Scrum. He freely admits, however, that the decision was driven by the enthusiasm within the development team. "The ultimate decision to take Scrum training forward was a no-brainer," he says. "Paul [Goddard] came in to talk to us one week, and we had 20 people on the ScrumMaster training the following week." Eldridge adds that Scrum was "enthusiastically embraced by all: the managers, support team, and developers. Everyone was really keen to give it a go." Clearly the environment at Mayden was ripe for change. There was a general recognition that the current method of executing projects wasn't working, combined with a potential solution in Scrum that all levels of the organization felt would offer tremendous benefits. However, enthusiasm for a new approach is not enough in itself — success has to come from the results, and it was here that Mayden shone.

Related: Easing the Transition from Waterfall to Agile

The Benefits

"The result has been transformational," Eldridge says. "Stories are now allocated internally by the Scrum team, freeing up that responsibility from the project lead. The team is empowered to divide up the work as they see fit, and they have moved away from internal experts over time." Developers are more interested in the work, and skills are better spread among the team members. Fewer stories go into development at one time now, which has meant faster delivery of new features. Cullingford explains that Scrum has also added greater visibility for all stakeholders into what is going on. "Committing to producing something by the end of each sprint gave not only the developers but also all stakeholders visibility on progress. This was completely new to us, as previously months could go by before any work was shown to anyone. It was great to see a product progress rather than just being witness to a final grand reveal." Of course, the customer also benefits tremendously from this approach: "The client [is] getting a product they want rather then something we thought they wanted," Cullingford says. That product also tends to be of higher quality, with defects identified earlier in the process through the reviews at the end of each two-week sprint. Cullingford is convinced that the same results wouldn't have happened with the organization's traditional project execution approach. He also points out that because the client wouldn't have seen the product until much later in the development process, any changes would have involved expensive rewrites. There would also have been an impact on other projects, because team members would have been tied up with those rewrites. The benefits to Mayden have gone beyond just a better performance on this particular project. Eldridge identifies a number of distinct areas where he has seen an improvement since the introduction of Scrum:

• Reduced lead time for delivery of new features to the customer
• Increased skill coverage across the development team, creating a more consistent work flow
• More frequent deadlines, keeping the development team alert and focused
• Empowered staff who now all contribute and comment on the best way to approach stories
• Increased quality of coding due to ongoing assessment from teammates

Eldridge sums up the situation with the ultimate compliment: "Scrum is probably the single most productive change we've made in Mayden's ten-year history."

Company-Wide Transition

Mayden has now moved all of its product development teams to a Scrum approach. Although the company was able to make the change quickly, in just six months, it still wasn't fast enough for the development teams that were seeking to embrace it. The final teams to make the transition were "positively falling over themselves to move to Scrum; we didn't have to persuade them to change at all," Eldridge says. Mayden isn't stopping with development. "Everyone can see the benefits," says Cullingford. "There are now other areas of the business, such as the customer support team, that are looking at how Scrum could be beneficial to them." Clearly, Scrum was the right solution at the right time for Mayden. The company was able to realize benefits quickly, in large part because everyone involved recognized the opportunity and committed to it. However, Scrum has reached much further into the organization than anyone imagined. CEO May describes a better relationship with customers, who, he says, now "get a definite answer as to when something will be delivered, even if later than they would have liked.'" In his role as product owner , Eldridge also sees benefits. "The quality of the coding and the engagement of staff in the process has increased massively," he says. "It feels like the development process has more structure. The fortnightly sprint rounds provide a regular rhythm to the teams, which is very comforting to the teams and to the managers." Eldridge also notes that managers are spending less time managing staff, which in turn frees them for more valuable contributions than task management. As ScrumMaster, Cullingford has perhaps the best perspective on the changes that Scrum has ushered in. He is able to see just how profound the impact of Scrum has been on the development team. "The morale and working environment for the developers is so much better. Some developers have been totally transformed -- empowering them and giving them a voice has brought them out of their shell and really grown their confidence. They all now have a say on how a sprint story is to be implemented. In some cases, it's been like hiring new developers, the change has been so great." Cullingford cites improved communication within the development team and also between developers, ScrumMaster, and product owner, increasing the level of engagement at all levels. The key challenges that the organization faced with its old project execution model are no longer a problem. In particular, Cullingford notes, issues with capacity planning disappeared "almost overnight" because of the effective use of sprints and the backlog. The removal of reliance on individual specialists is also improving the overall quality of development because of increased visibility into the code, which creates an environment that Cullingford describes as "constant peer review."

Mayden's Advice

Mayden was able to deliver a tremendous level of success, not just relative to how things were before but also in absolute terms. May, Eldridge, and Cullingford all recommend that other organizations explore how to take advantage of what Scrum offers, but they are aware that success comes from hard work. Cullingford notes that even though they were told in training that while Scrum concepts were easy, putting them into practice could be difficult, there was an initial belief that it would be easy for Mayden. Cullingford points out that success comes from commitment, and from the support that is readily available. "If you do choose to implement Scrum, you can't do it halfheartedly; you have to commit to it. Embrace it company-wide and you'll be amazed by the results. Also find a great Scrum trainer/coach. We couldn't have made the transition to Scrum so well without the expertise of Paul Goddard. As well as the CSM training course, he has done on-site coaching to get all the teams underway with their sprints and has popped back after a few months to check on our progress and stop us falling into bad habits." Eldridge agrees that training provided tremendous benefits for Mayden, and he notes that the trainer helped them overcome the temptation to make changes to Scrum practices in the beginning to make things easier -- "always for good reasons," Eldridge says, "but what you really need to avoid is falling into bad habits early on." Goddard and Agilify understood Mayden's needs and helped develop its capability at the start, then followed up with checkpoints during the adoption process, providing not only practical advice but also an incentive to "avoid letting the good intentions slip." Cullingford says that the dynamics of the team may change, which requires an open mind and trust. "The quiet person in the corner who doesn't say much may just well surprise you and become the star of the team, if given the opportunity and environment in which to flourish. We've experienced that firsthand, and Scrum was the catalyst."

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Top Scrum Case Study Examples in Real-life 2023

Blog Author

• November 13, 2023

In the dynamic world of software development and project management, It has emerged as a leading agile framework. Scrum is not just a buzzword; it’s a practical methodology that can revolutionize the way teams collaborate, deliver value, and adapt to change. To provide you with a deeper understanding of how it works in real-life scenarios in 2023, we’ll explore some remarkable case studies from diverse industries. These case studies will showcase how Scrum principles have been successfully applied to drive innovation, improve productivity, and enhance team dynamics.

What is the Importance of Case Studies in Scrum?

Case studies are immensely valuable in the context of it can provide real-life examples of how organizations have implemented, customized and benefitted from Scrum methodologies. They serve as an essential learning resource for aspiring and practicing professionals, offering insights into best practices, common pitfalls, and effective solutions. Case studies also showcase the versatility by highlighting its successful implementation across industries ranging from IT to healthcare, education to finance. By studying these case studies, individuals and organizations can gain a deeper understanding of how it can be tailored to suit their specific requirements.

Top Scrum Case Study Examples

• Spotify: Revolutionizing the Music Industry

Spotify, the world’s most popular music streaming service, has been using Scrum since its early days. In 2023, they continue to demonstrate how it can adapt and evolve as organizations grow. Spotify’s approach to Scrum is known as the “Spotify Model,” which emphasizes autonomy, alignment, and accountability. Squads, Tribes, Chapters, and Guilds are all part of this unique framework.

By implementing it at scale, Spotify has been able to continually innovate its platform. They are quick to respond to user feedback and regularly release new features. The use of cross-functional teams and the decentralization of decision-making have helped Spotify maintain its competitive edge in the music streaming industry.

• Tesla: Accelerating Electric Vehicles with Scrum

In the automotive industry, Tesla is renowned for its rapid development and continuous improvement of electric vehicles. Tesla’s use of principles is evident in their iterative approach to designing, testing, and manufacturing electric cars. They have embraced Scrum’s principles to innovate not just in their products but also in their manufacturing processes.

For example, Tesla’s Gigafactory, where they produce batteries and vehicles, operates using methodologies to improve efficiency and reduce waste. This case study illustrates how principles of transparency, inspection, and adaptation can be applied beyond software development and in complex manufacturing environments.

• Amazon: Delivering Customer Delight with Scrum

Amazon, the e-commerce giant, has incorporated it into various aspects of its business. One remarkable application is in their customer service department. Amazon’s customer service teams work in small, cross-functional units, using it to handle customer inquiries, resolve issues, and develop new solutions.

It has enabled Amazon to provide exceptional customer service by ensuring that customer needs are met quickly and efficiently. The real-time adaptation and focus on customer-centric solutions have made Amazon a prime example of how it can be applied outside of software development.

• NASA: Agile in Space Exploration

Even organizations as complex and high-stakes as NASA have embraced agile methodologies , including it. For their Mars Rover project, NASA used it to manage the development and testing of their spacecraft and rovers. This application in space exploration demonstrates how agile principles can be employed in mission-critical projects.

The iterative approach and regular inspections allowed NASA to respond to challenges quickly and make necessary adjustments, ensuring the success of the Mars Rover mission . It’s a fascinating case study that showcases the adaptability of Scrum in diverse industries.

• IBM: Agile Transformation in a Giant

IBM, a long-established technology company, has undergone a significant agile transformation in recent years. They’ve applied Scrum and other agile methodologies across various business units. IBM’s journey towards agility involved cultural change, leadership transformation , and the restructuring of teams.

Their case study highlights how even the most traditional and large organizations can benefit from agile frameworks like Scrum . IBM’s agility transformation is an ongoing process, demonstrating the long-term commitment required to make such a shift successful.

• Airbnb: Scrum for Continuous Innovation

Airbnb has been a trailblazer in the travel and hospitality industry, and they continue to leverage principles for innovation. In 2023, they emphasise in fostering a culture of experimentation. They’ve used it to iterate on their platform, introduce new features, and provide a seamless experience for both hosts and guests.

Airbnb’s Scrum journey emphasizes the importance of rapid iteration and feedback loops, which are crucial for staying competitive in the ever-evolving hospitality sector.

• The New York Times: Digital Transformation with Scrum

The media industry is undergoing a massive shift towards digital platforms, and The New York Times is at the forefront of this transformation. They have adopted Scrum to facilitate the development and maintenance of their digital platforms, including their website and mobile applications.

The New York Times’ case study is a prime example of how traditional organizations can harness the power to remain relevant and competitive in the digital age. Their agile approach has helped them deliver timely news and engage with readers effectively.

Benefits of Using Scrum in the Project

• Increased collaboration and communication among team members.
• Continuous delivery of high-quality products or services.
• Improved adaptability to changing requirements and priorities.
• Transparency in progress and issues, allowing for timely problem-solving.
• Increased customer satisfaction through frequent feedback loops.
• Better time management and efficiency through strict time-boxing of tasks.

Scrum, with its agile principles, has shown its adaptability and effectiveness in various industries, from technology giants to traditional organizations and even in non-profit sectors like education and healthcare. These real-life case studies from 2023 highlight the practicality and versatility as a project management framework. Whether you are developing software, exploring Mars, managing a supply chain, or educating future generations, It offers a roadmap for success by fostering collaboration, transparency, and continuous improvement. The key takeaway from these case studies is that it isn’t limited to a specific industry or organization size – its principles can be tailored to drive innovation and excellence in any context. As we move forward, It will likely continue to play a significant role in shaping how we work, learn, and explore in our ever-evolving world.

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Key Takeaways

• Scrum's principles can be applied beyond software development, even in complex manufacturing environments.
• Amazon uses Scrum in their customer service department to provide exceptional customer service.
• NASA used Scrum to manage the development and testing of their spacecraft and rovers for the Mars Rover mission .

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SAFe Case Study: Intel

Staying ahead of moore’s law intel mve delivers 65% more product variants.

In 1965, Intel co-founder Gordon Moore made a stunning observation: The number of transistors per square inch on integrated circuits had doubled every 18 months since their invention. He predicted the trend would continue into the foreseeable future—and it generally has. A billion transistors now fit on a chip the size of a pea.

Intel has been integral in pushing that pace of growth in the marketplace. Today, the company employs more than 100,000 people globally and reports net revenue of $59.4 billion.

But like most enterprises, as it continuously innovates and expands, Intel must balance cost control while maintaining high quality.

“With the complexity and number of the products skyrocketing, if we didn’t adjust or adapt, other than adding more people, Moore’s Law would crush us.”

— Allen Ringel , Lean & Agile Transformation Leader, Intel

Agile at Enterprise Scale

Intel’s Manufacturing Development Organization (MDO) division tests and validates Intel solutions, producing over two million lines of code every two weeks. In an effort to deliver more value, MDO began to adopt Lean-Agile practices in 2005, and by 2012 had small pockets of Scrum and a homegrown solution for scaling Scrum.

“We found the Agile approach attractive because it turns the Iron Triangle on its head,” Ringel says. “Features are negotiable but time, cost, and quality are not.”

Yet as more people and divisions were folded into MDO, Intel found it increasingly difficult to scale Scrum. Thus, a team of about 15 people tasked with driving Lean-Agile at Intel looked at industry frameworks for ways to scale more effectively.

In 2013, MDO discovered the Scaled Agile Framework® (SAFe®), which provided clear structure and roles for taking the company into the next phase of Agile. SAFe also aligned well with the company’s broader Lean approach as a learning organization focused on continuous improvement and waste elimination.

“In an organization as large as MDO we needed to standardize the planning and execution process we use to work together to deliver value,” Ringel says. “When we encountered SAFe it provided a proven, public framework, with well-defined roles and artifacts for applying Lean and Agile at the enterprise level.”

Those 15 Lean-Agile leaders prepared for the implementation by attending the SAFe Program Consultant (SPC) Certification training. After mapping the roles, principles, practices & tools to back to what currently existed in the organization, they had essentially created a trail through the forest with a visible plan for implementation. Then they jumped in with both feet.

Leading up to the first Program Increment (PI) planning event, Intel trained more than 1,500 people. Over the course of eight weeks, they launched eight Agile Release Trains (ARTs) with 170 Scrum teams—with Christmas and New Year’s in the middle. To ease the transition, the 15 Intel Lean-Agile coaches were embedded at the 14 different sites with MDO teams to answer questions and provide guidance.

At Intel, executive backing proved critical to the success of the rollout. Mohsen Fazlian, General Manager of the division, created a shared vision by communicating clearly about the reasons for scaling Agile. Intel also reinforced Scrum rules for teams to be properly sized, co-located, 100% committed, and cross functional. Where co-location was not possible & budgets allowed, Intel brought together people in person for at least the first planning event.

That first PI, admittedly, demanded considerably more effort than subsequent events. Yet, the ability to see immediate value spurred momentum. “The planning events were essential for teams to align at the train level while highlighting dependencies and allowing risk mitigation early on,” Ringel says.

Intel made a few enhancements to the typical SAFe deployment. They digitized the program board so they could see everything on a dashboard at all times and identify efforts quickly as progressing normally or abnormally. Lean-Agile leaders guided managers in looking at abnormal areas from a new perspective. If something turned red on the virtual program board, instead of managers saying, “Fix this,” they ask, “How can I help?”

Training 2,000 Over Three Months

Fast forward to 2017. Intel has grown Lean-Agile practices at a pace that rivals Moore’s Law. The well-defined roles and terminology within SAFe serve as essential signposts for those new to the Framework.

The structure has kept the trains on track as the organization continuously expands. A merger with another group—now combined under the name Manufacturing Value Engineering (MVE)—nearly doubled the size of the organization.

To fold in the new division, MVE trained nearly 2,000 people over three months and immediately organized them into trains. While the change came as a bit of a shock to some, the rapid integration enabled people to participate in the Agile system while trainers consistently communicated the value of the change, helping people experience it first hand and embrace their roles with the new way of working.

“We all feel part of a bigger thing and speak a common language that everyone understands,” Ringel says. “There’s clarity in the model we work in, which has definitely been something people latch on to.”

Ringel says that Intel has settled on an acceptable ratio of coaches to employees: 1:200-250. “We have shown management that we can deliver value with half a percent of the organization as transformation leaders,” he says.

One of the Largest Reported SAFe Deployment

Today, MVE has over 440 Scrums organized into 35 ARTs, including software and hardware engineers. MVE continues to widen the circle and is frequently consulted by organizations throughout Intel. Adjacent organizations at Intel interested in MVE’s success have enlisted MVE to help with scaling Agile, leading to eight additional ARTs in partner organizations. In fact, Intel’s effort is one of the largest publicly reported SAFe deployment based on number of ARTs.

While scaling has not been easy, it has been worth it. The impact of these efforts ripples across the company.

Increased Product Variants

• Helped MVE to delivered 65% more product variants

Strong Performance-to-Schedule Discipline

• Capacity-based planning and cadence provides a heartbeat and prevents schedule slips
• Customers and upper management are changing their behaviors to protect the cadence set by Program Increments
• Commit-to-Accept ratios improved from 74% to +90%
• MVE minimized scope change in Program Increments to less than 5%

Increased Transparency & Visibility

• The company identified bugs, impediments, weak tools and poor engineering habits
• Transparency is invaluable and everything is visible to everyone
• Communication & conversations are more valuable than tracking indicators in a tool
• MVE now has a strong community with a common language

Institutionalized Process

• Teams have demanded adherence when the environment becomes chaotic

Ultimately, Intel’s Lean-Agile efforts help it maintain the industry’s rapid rate of growth.

“Lean & Agile help us deliver more products without adding more people, so we can stay competitive and keep up with Moore’s Law,” Ringel says.

Organization

Semiconductor

In a complex, fast-growth industry, Intel must continuously innovate while controlling costs and maintaining quality.

• SAFe ® , Agile and Lean
• MVE delivered 65% more products with the same capacity.
• Improved Commit-to-Accept ratios from 74% to +90%.
• Everything is visible to everyone.
• Scope change reduced to less than 5%.

• Choose the right RTEs – Intel found that effective RTEs have a combination of technical background and a deeper Agile mindset/experience
• Train the Leaders – Business owners and Train Management should be required to attend SAFe training. It is critical that the leaders speak for the transformation, act as role models, and reinforce direction within the organization. Leverage advocates in the organization whenever possible.
• Always end with Inspect & Adapt – Just get started and then learn and adapt. Favor “progress over perfection.”
• Keep it Simple – Don’t overcomplicate the process, and bring things back to the basics of Agile and Lean.

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Agile Case Studies: Examples Across Various Industires

Home Blog Agile Agile Case Studies: Examples Across Various Industires

Agile methodologies have gained significant popularity in project management and product development. Various industries have successfully applied Agile principles, showcasing experiences, challenges, and benefits. Case studies demonstrate Agile's versatility in software development, manufacturing, and service sectors. These real-world examples offer practical insights into Agile implementation, challenges faced, and strategies to overcome them. Agile case studies provide valuable inspiration for implementing these methodologies in any project, regardless of the organization's size or industry.

Who Uses Agile Methodology?

Agile methodology is used by a wide variety of organizations, including:

• Software development companies use Agile to improve collaboration, increase flexibility, and deliver high-quality software incrementally.
• IT departments use agile to manage and execute projects efficiently, respond to changing requirements, and deliver value to stakeholders in a timely manner.
• Startups use agile to quickly adapt to market changes and iterate on product development based on customer feedback.
• Marketing and advertising agencies use agile to enhance campaign management, creative development, and customer engagement strategies.
• Product development teams use agile to iterate, test, and refine their designs and manufacturing processes.
• Project management teams use agile to enhance project execution, facilitate collaboration, and manage complex projects with changing requirements.
• Retail companies use agile to develop new marketing campaigns and improve their website and e-commerce platform.

Agile Case Study Examples

1. moving towards agile: managing loxon solutions.

Following is an Agile case study in banking:

Loxon Solutions, a Hungarian technology startup in the banking software industry, faced several challenges in its journey towards becoming an agile organization. As the company experienced rapid growth, it struggled with its hiring strategy, organizational development, and successful implementation of agile practices. 

How was it solved:

Loxon Solutions implemented a structured recruitment process with targeted job postings and rigorous interviews to attract skilled candidates. They restructured the company into cross-functional teams, promoting better collaboration. Agile management training and coaching were provided to all employees, with online courses playing a crucial role. Agile teams with trained Scrum Masters and Product Owners were established, and agile ceremonies like daily stand-ups were introduced to enhance collaboration and transparency.

2. Contributions of Entrepreneurial Orientation in the Use of Agile Methods in Project Management

This Agile project management case study aims to analyze the degree of contribution of entrepreneurial orientation (EO) in the use of agile methods (AM) in project management. The study focuses on understanding how EO influences the adoption and effectiveness of agile methods within organizations. Through a detailed case study, we explore the relationship between entrepreneurial orientation and Agile methods, shedding light on the impact of entrepreneurial behaviors on project management practices.

A technology consulting firm faced multiple challenges in project management efficiency and responsiveness to changing client requirements. This specific problem was identified because of the limited use of Agile methods in project management, which hindered the company's ability to adapt quickly and deliver optimal outcomes.

Entrepreneurial orientation (EO) is a multidimensional construct that describes the extent to which an organization engages in entrepreneurial behaviors. The technology firm acknowledged the significance of entrepreneurial orientation in promoting agility and innovation in project management. 

The five dimensions of Entreprenurial orientation were applied across the organization.

• Cultivating Innovativeness: The technology consulting firm encouraged a culture of innovativeness and proactiveness, urging project teams to think creatively, identify opportunities, and take proactive measures. 
• Proactiveness: Employees were empowered to generate new ideas, challenge traditional approaches, and explore alternative solutions to project challenges. This helped them to stay ahead of the competition and to deliver the best possible results for their customers.
• Encouraging Risk-Taking: The organization promoted a supportive environment that encouraged calculated risk-taking and autonomy among project teams. Employees were given the freedom to make decisions and take ownership of their projects, fostering a sense of responsibility and accountability.
• Autonomy: Agile teams were given the autonomy to make decisions and take risks. This helped them to be more innovative and to deliver better results.
• Nurturing Competitive Aggressiveness: The technology firm instilled a competitive aggressiveness in project teams, motivating them to strive for excellence and deliver superior results.

3. Improving Team Performance and Engagement

How do you ensure your team performs efficiently without compromising on quality? Agile is a way of working that focuses on value to the customer and continuous improvement. Integrating Agile in your work will not only make the team efficient but will also ensure quality work. Below is a case study that finds how agile practices can help teams perform better.

The problem addressed in this case study is the need to understand the relationship between the Agile way of working and improving team performance and engagement. We see that teams often face challenges in their daily work. It could be a slow turnover due to bad time management, compromised quality due to lack of resources, or in general lack of collaboration. In the case study below, we will understand how adopting agile practices makes teams work collaboratively, improve quality and have a customer-focused approach to work.

How it was Solved:

A number of factors mediated the relationship between agile working and team performance and engagement. 

• Create a culture of trust and transparency. Agile teams need to be able to trust each other and share information openly. This will help to create a sense of collaboration and ownership. This in turn can lead to increased performance and engagement. 
• Foster communication and collaboration. Effective communication within the team and with stakeholders helps everyone be on the same page.
• Empower team members. Agile teams need to be empowered to make decisions and to take risks. 
• Provide regular feedback. Team members need to receive regular feedback on their performance. This helps them to identify areas where they need improvement. 
• Celebrate successes. By celebrating successes, both big and small, team members are motivated. This in turn creates a positive work environment. 
• Provide training and development opportunities. help the team to stay up to date on the latest trends and to improve their skills. 
• Encourage continuous improvement: Promoting a culture of continuous improvement helps the team to stay ahead of the competition and to deliver better results for their customers. 

It was concluded that agile ways of working can have a positive impact on employee engagement and team performance. Teams that used agile methods were more likely to report high levels of performance and engagement.

4. $65 Million Electric Utility Project Completed Ahead of Schedule and Under Budget

Xcel Energy faced a significant challenge in meeting the Reliability Need required by the Southwest Power Pool in New Mexico. The company had committed to constructing a new 34-mile, 345-kilovolt transmission line within a strict budget of $65 million and a specific timeline. Additionally, the project had to adhere to Bureau of Land Management (BLM) environmental requirements. These constraints posed a challenge to Xcel Energy in terms of project management and resource allocation.

A PM Solutions consultant with project management and utility industry experience was deployed to Xcel Energy.

The PM Solutions consultant deployed to Xcel adapted to the organization's structure and processes, integrating into the Project Management functional organization. He utilized years of project management and utility industry experience to provide valuable insights and guidance.

• Collaborative and social skills were used to address roadblocks and mitigate risks.
• Focused on identifying and addressing roadblocks and risks to ensure timely project delivery.
• Vendor, design, and construction meetings were organized to facilitate communication and collaboration.
• Monitored and expedited long-lead equipment deliveries to maintain project schedule.
• Design and Construction milestones and commitments were closely monitored through field visits.
• Actively tracked estimates, actual costs, and change orders to control project budget.
• Assisted functional areas in meeting their commitments and resolving challenges.

The project was completed eleven days ahead of schedule and approximately $4 million under budget. The management team recognized the project as a success since it went as planned, meeting all technical and quality requirements. 

5. Lean product development and agile project management in the construction industry

The construction industry, specifically during the design stage, has not widely embraced Lean Project Delivery (LPD) and Agile Project Management (APM) practices. This limited adoption delays the industry's progress in enhancing efficiency, productivity, and collaboration in design.

• Integrated project delivery and collaborative contracts: Collaborative contracts were implemented to incentivize teamwork and shared project goals, effectively breaking down silos and fostering a collaborative culture within the organization.
• Lean principles in design processes: Incorporating Lean principles into design processes was encouraged to promote lean thinking and identify non-value-adding activities, bottlenecks, and process inefficiencies. 
• Agile methodologies and cross-functional teams: Agile methodologies and cross-functional teams were adopted to facilitate iterative and adaptive design processes. 
• Digital tools and technologies: The organization embraced digital tools and technologies, such as collaborative project management software, Building Information Modeling (BIM), and cloud-based platforms. 
• A culture of innovation and learning: A culture of innovation and learning was promoted through training and workshops on Lean Project Delivery (LPD) and Agile Project Management (APM) methodologies. Incorporating Agile management training, such as KnowledgeHut Agile Training online , further enhanced the team's ability to implement LPD and APM effectively. 
• Clear project goals and metrics: Clear project goals and key performance indicators (KPIs) were established, aligning with LPD and APM principles. Regular monitoring and measurement of progress against these metrics helped identify areas for improvement and drive accountability.
• Industry best practices and case studies: industry best practices and case studies were explored, and guidance was sought from experts to gain valuable insights into effective strategies and techniques for implementation.

6. Ambidexterity in Agile Software Development (ASD) Projects

An organization in the software development industry aims to enhance their understanding of the tensions between exploitation (continuity) and exploration (change) within Agile software development (ASD) project teams. They seek to identify and implement ambidextrous strategies to effectively balance these two aspects.

How it was solved:

• Recognizing tensions: Teams were encouraged to understand and acknowledge the inherent tensions between exploitation and exploration in Agile projects.
• Fostering a culture of ambidexterity: The organization created a culture that values both stability and innovation, emphasizing the importance of balancing the two.
• Balancing resource allocation: Resources were allocated between exploitation and exploration activities, ensuring a fair distribution to support both aspects effectively.
• Supporting knowledge sharing: Team members were encouraged to share their expertise and lessons learned from both exploitation and exploration, fostering a culture of continuous learning.
• Promoting cross-functional collaboration: Collaboration between team members involved in both aspects was facilitated, allowing for cross-pollination of ideas and insights.
• Establishing feedback mechanisms: Feedback loops were implemented to evaluate the impact of exploitation and exploration efforts, enabling teams to make data-driven decisions and improvements.
• Developing flexible processes: Agile practices that supported both stability and innovation, such as iterative development and adaptive planning, were adopted to ensure flexibility and responsiveness.
• Providing leadership support: Leaders promoted and provided necessary resources for the adoption of agile practices, demonstrating their commitment to ambidexterity.
• Encouraging experimentation: An environment that encouraged risk-taking and the exploration of new ideas was fostered, allowing teams to innovate and try new approaches.
• Continuous improvement: Regular assessments and adaptations of agile practices were conducted based on feedback and evolving project needs, enabling teams to continuously improve their ambidextrous strategies.

7. Problem and Solutions for PM Governance Combined with Agile Tools in Financial Services Programs

Problem: The consumer finance company faced challenges due to changing state and federal regulatory compliance requirements, resulting in the need to reinvent their custom-built storefront and home office systems. The IT and PMO teams were not equipped to handle the complexities of developing new systems, leading to schedule overruns, turnover of staff and technologies, and the need to restart projects multiple times.

How it was Solved: 

To address these challenges, the company implemented several solutions with the help of PM Solutions:

• Back to Basics Approach: A senior-level program manager was brought in to conduct a full project review and establish stakeholder ownership and project governance. This helped refocus the teams on the project's objectives and establish a clear direction.
• Agile Techniques and Sprints: The company gradually introduced agile techniques, starting with a series of sprints to develop "proof of concept" components of the system. Agile methodologies allowed for more flexibility and quicker iterations, enabling faster progress.
• Expanded Use of JIRA: The company utilized Atlassian's JIRA system, which was already in place for operational maintenance, to support the new development project. PM Solutions expanded the use of JIRA by creating workflows and tools specifically tailored to the agile approach, improving timeliness and success rates for delivered work.
• Kanban Approach: A Kanban approach was introduced to help pace the work and track deliveries. This visual management technique enabled project management to monitor progress, manage workloads effectively, and report updates to stakeholders.
• Organizational Change Management: PM Solutions assisted the company in developing an organizational change management system. This system emphasized early management review of requirements and authorizations before work was assigned. By involving company leadership in prioritization and resource utilization decisions, the workload for the IT department was reduced, and focus was placed on essential tasks and priorities.

8. Insurance Company Cuts Cycle Time by 20% and Saves Nearly $5 Million Using Agile Project Management Practices

In this Agile Scrum case study, the insurance company successfully implemented Agile Scrum methodology for their software development projects, resulting in significant improvements in project delivery and overall team performance.

The insurance company faced challenges with long project cycles, slow decision-making processes, and lack of flexibility in adapting to changing customer demands. These issues resulted in higher costs, delayed project deliveries, and lower customer satisfaction levels.

• Implementation of Agile Practices: To address these challenges, the company decided to transition from traditional project management approaches to Agile methodologies. The key steps in implementing Agile practices were as follows:
• Executive Sponsorship: The company's leadership recognized the need for change and provided full support for the Agile transformation initiative. They appointed Agile champions and empowered them to drive the adoption of Agile practices across the organization.
• Training and Skill Development: Agile training programs were conducted to equip employees with the necessary knowledge and skills. Training covered various Agile frameworks, such as Scrum and Kanban, and focused on enhancing collaboration, adaptive planning, and iterative development.
• Agile Team Formation: Cross-functional Agile teams were formed, consisting of individuals with diverse skill sets necessary to deliver projects end-to-end. These teams were self-organizing and empowered to make decisions, fostering a sense of ownership and accountability.
• Agile Project Management Tools: The company implemented Agile project management tools and platforms to facilitate communication, collaboration, and transparency. These tools enabled real-time tracking of project progress, backlog management, and seamless coordination among team members.

9. Agile and Generic Work Values of British vs Indian IT Workers

Problem: 

In this Agile transformation case study, the problem identified is the lack of effective communication and alignment within an IT firm unit during the transformation towards an agile work culture. The employees from different cultural backgrounds had different perceptions and understanding of what it means to be agile, leading to clashes in behaviors and limited team communication. This situation undermined morale, trust, and the sense of working well together.

The study suggests that the cultural background of IT employees and managers, influenced by different national values and norms, can impact the adoption and interpretation of agile work values.

• Leadership: Leaders role-modeled the full agile mindset, along with cross-cultural skills. They demonstrated teamwork, justice, equality, transparency, end-user orientation, helpful leadership, and effective communication. 
• Culture: Managers recognized and appreciated the cultural diversity within the organization. Cultural awareness and sensitivity training were provided to help employees and managers understand and appreciate the diverse cultural backgrounds within the organization.
• Agile values: The importance of agile work values was emphasized, including shared responsibility, continuous learning and improvement, self-organizing teamwork, fast fact-based decision-making, empowered employees, and embracing change. Managers actively promoted and reinforced these values in their leading and coaching efforts to cultivate an agile mindset among employees.
• Transformation: A shift was made from a centralized accountability model to a culture of shared responsibility. Participation in planning work projects was encouraged, and employees were empowered to choose their own tasks within the context of the team's objectives.
• Roadmap: An agile transformation roadmap was developed and implemented, covering specific actions and milestones to accelerate the adoption of agile ways of working. 
• Senior management received necessary support, training, and additional management consultancy to drive the agile transformation effectively.

Benefits of Case Studies for Professionals

Case studies provide several benefits for professionals in various fields: 

• Real-world Application: Agile methodology examples and case studies offer insights into real-life situations, allowing professionals to see how theoretical concepts and principles are applied in practice.
• Learning from Success and Failure: Agile transformation case studies often present both successful and failed projects or initiatives. By examining these cases, professionals can learn from the successes and avoid the mistakes made in the failures.
• Problem-solving and Decision-making Skills: Case studies present complex problems or challenges that professionals need to analyze and solve. By working through these cases, professionals develop critical thinking, problem-solving, and decision-making skills. 
• Building Expertise: By studying cases that are relevant to their area of expertise, professionals can enhance their knowledge and become subject matter experts. 
• Professional Development: Analyzing and discussing case studies with peers or mentors promotes professional development.
• Practical Application of Concepts: Teams can test their understanding of concepts, methodologies, and best practices by analyzing and proposing solutions for the challenges presented in the cases. 
• Continuous Learning and Adaptation: By studying these cases, professionals can stay updated on industry trends, best practices, and emerging technologies. 

Examine the top trending  Agile Category Courses

In conclusion, agile methodology case studies are valuable tools for professionals in various fields. The real-world examples and insights into specific problems and solutions, allow professionals to learn from others' experiences and apply those learning their own work. Case studies offer a deeper understanding of complex situations, highlighting the challenges faced, the strategies employed, and the outcomes achieved.

The benefits of case studies for professionals are numerous. They offer an opportunity to analyze and evaluate different approaches, methodologies, and best practices. Case studies also help professionals develop critical thinking skills, problem-solving abilities, and decision-making capabilities through practical scenarios and dilemmas to navigate.

Overall, agile case study examples offer professionals the opportunity to gain practical wisdom and enhance their professional development. Studying real-life examples helps professionals acquire valuable insights, expand their knowledge base, and improve their problem-solving abilities.

Frequently Asked Questions (FAQs)

Three examples of Agile methodologies are:

Scrum: Scrum is one of the most widely used Agile frameworks. It emphasizes iterative and incremental development, with a focus on delivering value to the customer in short, time-boxed iterations called sprints. 

Kanban: Kanban is a visual Agile framework that aims to optimize workflow efficiency and promote continuous delivery.

Lean: Lean is a philosophy and Agile approach focused on maximizing value while minimizing waste. 

• People over process: Agile values the people involved in software development, and emphasizes communication and collaboration.
• Working software over documentation: Agile prioritizes delivering working software over extensive documentation.
• Customer collaboration over contract negotiation: Agile values close collaboration with customers and stakeholders throughout the development process.
• Responding to change over following a plan: Agile recognizes that change is inevitable, and encourages flexibility and adaptability.

The six phases in Agile are:

• Initiation: Define the project and assemble the team.
• Planning: Create a plan for how to achieve the project's goals.
• Development: Build the product or service in short sprints.
• Testing: Ensure the product or service meets requirements.
• Deployment: Release the product or service to the customer.
• Maintenance: Support the product or service with bug fixes, new features, and improvements.

Lindy Quick

Lindy Quick, SPCT, is a dynamic Transformation Architect and Senior Business Agility Consultant with a proven track record of success in driving agile transformations. With expertise in multiple agile frameworks, including SAFe, Scrum, and Kanban, Lindy has led impactful transformations across diverse industries such as manufacturing, defense, insurance/financial, and federal government. Lindy's exceptional communication, leadership, and problem-solving skills have earned her a reputation as a trusted advisor. Currently associated with KnowledgeHut and upGrad, Lindy fosters Lean-Agile principles and mindset through coaching, training, and successful execution of transformations. With a passion for effective value delivery, Lindy is a sought-after expert in the field.

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Agile Case Study: A Simple Exercise That Can Refocus Your Business

Even the strongest product vision can become distorted when overwhelmed by competing priorities.

This anonymized client success story examines how a simple exercise allowed a once profitable division to regain focus and its dominance. This exercise can be just as effective on a single project or product line.

BACKGROUND:

RSD is one of the research and development arms of a Fortune 100 company. They turn pure science into products that are manufactured on a global scale.

The division had an initiative tied to the growth of autonomous vehicles. They wanted to make driving safer. But RSD had a problem in early 2016; their 2.5 year average development cycle was far too slow to keep up with advancements in the field. This meant their newest offerings would be obsolete before they even entered the market. There was an additional challenge; RSD had more priority projects than they could ever realistically finish. 

In short, their teams were always starting something new. What they weren’t doing was finishing. So nothing was getting to market. 

Then a Scrum Inc. principal consultant used this simple exercise to help the division regain its focus. 

Key Takeaways

The number of projects the division was working on was cut from more than 100 to 12. 

In five Sprints – just ten weeks – RSD saw their productivity double. And they discovered revenue opportunities they never would have before.

In fact, the once stagnant RSD was highlighted by the multinational’s CEO who told investors the company was now finding ways to embed data into the reflective paint and tape already ubiquitous on roadways. They could literally pave the way for autonomous vehicles, robots, even traffic cones to warn each other of hazards.

Learn how a simple exercise allowed a once profitable division to regain focus and its dominance. 

Better Results. Starting Now.

From Fortune 100 companies to the newest of start-ups, Scrum Inc. transforms companies into Agile enterprises. Schedule a consultation by filling out the form below or call us at 617-225-4326.

• Scrum Inc. Website
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Scrum@Scale ® Case Studies

The content of the case studies presented on our site are open source under Creative Commons 4.0 license.

Transforming Logistics: From Silos to Speed

Improving forecasting accuracy with scrum at scale, achieve 5-10x faster market delivery with scrum at scale, creating customer-centric social media teams using agile, preserve culture while scaling: the road back to cohesiveness, resolving government project inefficiencies with agile solutions, from good to great – chris norris.

Agile Education Case Study From Good to GrEAT with Chris Norris Discover how Chris Norris dramatically improved the eStore development process for a large food and beverage company through the creation of an Executive Action Team (EAT). This case study demonstrates a...

Communication Agility – Megan Fremont-Smith

Flatter, more agile, and energized – keisuke wada, team structuring in a distributed large enterprise – dr. ernesto custodio, giving legal a leg up – andrew robbins, transforming our future: empowering tomorrow’s workforce today – dr. mark buckner, providing service members with capability faster – denise jarvie, scrum@scale: on track for success with jessica crowley, the app that scrum@scale built – andrew lin, no more hippos collaborative prioritization with registered scrum@scale trainer bob willis, scrum@scale: a progressive transformation with mccaul baggett, changing culture in government: grassroots to leadership with che ho, minimal viable scaling with scrum with tom wessel, entirely new solutions to entirely new challenges with gabe jank, driving development: new demands in a constantly changing environment with martin berendt, raysdom consulting: breaking down the walls (and waterfalls) with scrum@scale, in financial services, prioritization is the path to increased productivity and profit with ana paiz, protel & protein, from mechanical to true scrum with suha selςuk, dell technologies data protection and management: scrum at scale transformation with gary dismukes, luiz quintela: on nationwide’s side with scrum, enthusiasm vs readiness: sustainable pace for organizational change, thoralf klatt: transforming into a one-team culture, mirko kleiner: how to kickstart a self-learning organization in 3 days, creating leadership buy-in while scaling scrum in banking with hugo lourenco, scaling scrum inside insure-tech, agile regulation and the importance of symbolic leadership with ian spence, agile transformation at farm credit canada with klaus bucka-lassen, scrum@scale at bosch: embracing agility, b2b financial services: applying scrum@scale to overcome compliance hurdles while delighting customers, drummond: a new approach for gas exploration, systematic: from good to great, toyota motors north america: bringing agility to a deep hierarchy, “nail it before you scale it”: set up a solid reference model, “waterfall-ish” to scrum@scale, big 4 accounting firm: auditing platform with scrum@scale, spotify: a scrum@scale case study, air transport communication: improving quality and throughput, bac credomatic: breaking down silos, global financial services: smaller teams, faster delivery, harman international: increasing value delivered, manufacturing organization: from silos & wasted effort to centers of excellence, implementing an eat in the skills placement industry, scrum@scale in smart homes, habbo world: virtual reality meets scrum.

How can teams ensure that user stories in Agile Scrum are well-defined and actionable?

Posted by SCRUMstudy ® on July 19, 2024

Categories: Product Backlog Product Owner Release Scrum Scrum Team

Agile Scrum user stories are concise, informal descriptions of a feature from the perspective of an end-user or customer. They are used to capture specific requirements and desired functionalities in a way that is easy to understand and prioritize. Each user story typically follows a simple template: "As a [type of user], I want [an action] so that [a benefit/goal]." This format ensures clarity and keeps the focus on delivering value to the user.

Acceptance Criteria

The second half of the User Story is the Acceptance criteria.  Defined by the Product Owner (the voice of the customer) during User Story decomposition, acceptance criteria sets the expected functionality that each intended task is to provide. It details the requirements that must be met for each story to be completed and answers the question, “How will the development team know when they are done with a story”.

Acceptance criteria may be clearly detailed or vaguely composed

· The pull down menu color in the payment screen must be PB15:1 (Windsor Blue RS)

· Meet ISO9001 – 8.5.2 Requirements for Analysis and Improvement

· Have a systematic approach to fix nonconformity and stop it from recurring, including a procedure.

Acceptance criteria can be ambiguous

· Fishing ads do not make it to the reply form or info request page

· Cart-payment page does not hang upon CC submission Done

Tasks are part of User Stories that are either completed or not.  Completed tasks are tracked on the Sprint Burn-down Chart where the Scrum team deducts completed work from the Sprint.

Partially completed tasks do not satisfy acceptance criteria and should be moved back to the product backlog for further clarification or prioritization and taken up on the next sprint.

Expect to test

In meeting the requirements of the acceptance criteria (a result of a well-defined user story) as part of the development of a potentially ship-able product, the development team may implement tools to test different stages of product development and build a working software that creates specific observable results. This is  an effective way to continuously verify that the acceptance criteria is met.

Dos and Don’ts

· Focus on meeting each item's acceptance criteria and maintain technical excellence

· Stay focused on building the minimum code required to satisfy the acceptance criteria for the current sprint.

· Do not gold plate

· Feature creeps (resulting from a poorly understood user story) takes time away from developing expected value.

· Assisting the PO in refining the product backlog can be a effective use of time should the development team have remaining sprint time,

· Sprints should not be extended if the development team needs more time to complete a given user story

· Don’t give partial credit for items that don’t meet acceptance criteria.

Potentially Ship-able product

As stated earlier, Acceptance Criteria sets the parameters that the development team needs to meet for the sprint items (tasks) to be completed within the velocity of a sprint.  Doing so builds customer value, delivers working software more frequently and gets the team closer to building a potentially ship-able product that works as intended and meets the conditions of the Product Owner. 

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‘Impact Engineering’ development approach outperforms Agile

About the Author

The Agile Manifesto has shaped software development for over 21 years. However, empirical research into its real-world effectiveness remains scarce. Recent findings highlight a pressing concern: 81% of business decision-makers in the UK and 89% in the USA worry about on-time software project delivery within their organisations.

A new study , conducted for the book “Impact Engineering,” reveals that 65% of software projects using Agile principles fail to meet deadlines, budgets, and quality standards. In contrast, projects employing the Impact Engineering approach show a failure rate of just 10%.

Agile emphasises principles including:

• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

However, the new research indicates that projects with documented requirements before development are 50% more likely to succeed. Clear initial requirements boost success likelihood by 97%, and avoiding significant late-stage requirement changes increases success chances by 7%.

Additional findings highlight other success factors. Projects where software engineers felt psychologically safe to address issues promptly were 87% more likely to succeed. Accurate real-world problem-based requirements enhanced success probability by 54%.

Notably, the study found no significant difference in success rates between engineers working on single versus multiple projects, despite Lean methodology advocating reduced work-in-progress. However, previous research by Dr Ali showed that 83% of software engineers experience burnout—primarily due to high workloads.

The Horizon IT system, an early large-scale Agile project using Rapid Application Development, faced scrutiny in a public inquiry. Fujitsu witnesses Terence Austin and whistleblower David McDonnell condemned the lack of a robust requirements engineering process.

Technical expert Charles Cipione bluntly stated, “if you don’t have a good design, it’s not going to work properly.” This failure contributed to the Post Office scandal, described as Britain’s largest miscarriage of justice, linked to multiple suicides and wrongful imprisonments, including a pregnant woman.

The study also found UK software engineers are 13% less likely to feel able to discuss and address problems compared to their US counterparts. This aligns with November 2023 Engprax research showing 75% of UK software engineers faced retaliation for reporting wrongdoing.

Dr Junade Ali, author of Impact Engineering, commented, “With 65% of projects adopting Agile practices failing to be delivered on time, it’s time to question Agile’s cult following.

“Our research has shown that what matters when it comes to delivering high-quality software on time and within budget is a robust requirements engineering process and having the psychological safety to discuss and solve problems when they emerge, whilst taking steps to prevent developer burnout. This is fundamental to the philosophy of Impact Engineering.”

See also: Angel Montesdeoca, IBM: The role of AI in modern software development

Looking to revamp your digital transformation strategy? Learn more about Digital Transformation Week taking place in Amsterdam, California, and London. The comprehensive event is co-located with AI & Big Data Expo , Cyber Security & Cloud Expo , and other leading events.

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Presentation Skills - Professional Training in Washington on Jul 26th, 2024

Learn how to nail your presentations like a pro at our training event in Washington on Jul 26th, 2024!

Date and time

For venue details reach us at [email protected], PH: +1 469 666 9332

Refund Policy

Before we Begin

Influence and persuasion

Introduction to Communication and Negotiation skills

Conclusions

About this event

• Event lasts 8 hours

Certificate : Course Completion Certificate

Language: English

Duration: 1 Day

Refreshments: Snacks, Beverages and Lunch included in a classroom session

Course Delivery: Classroom

Course Overview:

In today’s professional world many things are seen as a “given”. Every individual is expected to perform above average in its area of expertise and it is given that they will excel in interpersonal skills, including presentation and communication skills. Unfortunately this is not the norm. Presentations skills can be developed over time through practice and experience. However, without proper guidance and advice, anyone may develop wrongdoings that may unconsciously negatively impact the desired outcome; whether to entertain or educate the audience, or succeed in “selling” an specific idea or project.

The course is tailored according to the specific needs of each participant or group as per the intake. After the course, participants will gain expertise in the following skill areas:

Abilities: Accurate reading, articulation, correct pronunciation, pausing, proper sense stress, principal ideas emphasized, volume, modulation, enthusiasm, gestures and facial expressions, visual contact, and voice quality.

Content: Visual, practicality, logical development, introduction, development, main topics, conclusion, accuracy of information, illustrations, photo/video, color schemes, time usage and control, and content properly proportioned

Preparation: Man in the mirror test, mock presentations, recording test, time practice, and use of outline.

Delivery techniques: Conversational tone, natural, extemporaneous, fluent, improvisation, conviction, exhortation, encouragement, tactfulness, and respect.

Managing audiences: Personal appearance, poise, use of microphone, interest-arousing, practical value and takeaways, familiar situations, understanding your audience, expectations, effective conclusions, and effective questions.

Learning Objectives:

• Work on valuable skills including reading, analyzing and organizing.
• Handle fear
• Understand the use of technology for presenting
• Understand Stage presence and poise
• Influence and persuade
• Know how to rephrase questions and negative comments
• Learn how negotiation and communication skills may influence your presentation.
• Put thoughts in writing with a goal in mind, prioritizing ideas and messages
• Handle audiences, conversing, eye contact, answering questions, remembering, showing and transmitting enthusiasm, appearance, poise, choice of words, express conviction, repetition, and more.

Prerequisites:

Course Materials:

Students will receive a course manual with presentation slides and reference materials.

Examination:

There is no exam for this course.

Technical Requirements:

For eBooks:

Internet for downloading the eBook

Laptop, tablet, Smartphone, eReader (No Kindle)

Adobe DRM supported software (e.g. Digital Editions, Bluefire Reader)

eBook download and activation instructions

Target Audience:

Anyone who is interested in presentation skills, including Managers and Team Leaders.

We also offer a variety of other courses:-

Business Networking Workshop: These networking skills training will help you to build a professional reputation and develop a network of connections through the two key methods available to you; face-to-face and online.

You will discover how to effectively combine these two approaches and create a strategy for networking success that will generate your own community and actively grow your personal network. This will result in an improved performance in your approach to networking and consequently provide opportunities and prospects that will increase your business success.

The training provides you with the tools and techniques to both plan a successful, strategic approach to networking and develop your personal communication skills, which will ensure you build effective business relationships.

Business Case Writing Workshop: Business strategy execution depends upon developing and implementing the best solution. Success however, relies upon basing the solution on the right requirements, drawn from a sound and robust Business Case.This one day program will introduce participants to the principles of developing an effective Business Case, within the context of an interactive course driven by a case study.This workshop will provide participants with a working knowledge of the principles of writing an effective, comprehensive and compelling Business Case.The course is driven by participation in a case study, promoting immediate workplace transference.

Project Management Basics Training With this Course you will gain a basic understanding of Project Management based on the Guide to the Project Management Body of Knowledge® – 5th Edition. The Course covers information on project Management theory, Principles, techniques, and methods.

During the Course, exercises are made based upon a case study. The case study may be one of three pre-defined case studies or a customized case study from the participant’s organization (see below: customization).

Agile & Scrum Training: Scrum, Extreme Programming, Lean, Feature Driven Development and other methods each have their strengths. While there are significant similarities under the Agile umbrella, each method brings specific tools for team success. Rarely do organizations adopt one methodology in its pure form. Rather, success is achieved by combining best practices.

In this One Day Agile & Scrum Training, you will put the skills, tools and techniques you are taught to work. Your instructor will answer questions with real-world experience, as all of our instructors have Agile experience “in the trenches.” You will leave the class with practical knowledge and a clear roadmap for success.

Internet Marketing Fundamentals Workshop: Marketing has changed dramatically over the last decade. Marketing is all about communicating, and the Internet has completely changed the way people communicate. The Internet is a marketer”s dream come true, especially with Social Media, as you have a low cost marketing tool that can reach a large audience.

Internet Marketing Fundamentals will provide your participants with a great set of skills to market your business online. Content is the king of Internet marketing, and your participants will need to know how to utilize your great content. If you want your business to grow then your participants need to understand Internet Marketing Fundamentals.

Marketing Essentials Workshop: This Training, ‘Marketing Essentials’ cover the basics of marketing and are intended not only for people who are new to a marketing role, but just about anybody in the organisation. A basic understanding of the subject is particularly valuable to people in management, selling and customer service roles.

Training course contents:

Effective marketing is vital to ensure the survival and growth of any business. It does not matter whether the business is large or small or what products or services the business supplies, the truth is that effective marketing cannot be ignored and is essential for any successful organisation.

Agile For Product Owner Training: When an organization makes the decision to adopt agile, it takes much more than pulling together a development team and allowing them to work in an iterative manner. Agile is a true shift in how individuals collaborate, communicate and operate. Agile requires an all in mindset from both business and technology where all individuals work together to deliver business value in the form of working software.

The Agile for Product Owners course will provide the knowledge to understand and apply the principles of agile. At the end of the course, participants will be able to effectively plan, prioritize and manage a product roadmap to deliver business value, understand the role of the Product Owner and the development team within an iterative process, and gain the skills necessary to become an agile leader to drive your organization to the next level.

Business Succession Planning Workshop: Business succession planning is all about being prepared. The loss of valuable leadership can cripple even the strongest of companies. Succession planning is an essential component to the survival and growth of any business. Whether it is grooming employees to become leaders, or preparing for an employee”s retirement your participants will identify common obstacles and how to overcome them.

Our Business Succession Planning workshop will show you the differences between succession planning and mere replacement planning. How you prepare people to take on leadership responsibilities is just as important as hiring the right person for the job. Every company should have a form of succession planning in its portfolio.

Sales Presentation Mastery Workshop: The Sales Presentation Mastery program is designed to promote excellence in sales presentation skills and enrollment conversations by introducing participants to the tested and proven sales and persuasion principles.

Built on latest research in North America, this program informs, develops, challenges and inspires participants to create and deliver profitable presentations and close more sales.

The concepts and methods learned are immediately usable in selling any product or service leading to immediately noticeable impact on revenue.

Business Analyst Bootcamp : This 4-day Business Analyst Bootcamp will give you hands-on experience with the latest proven techniques for identifying a project’s scope, developing and discovering requirements and uses cases, and documenting them expertly. Lively lectures combined with insightful demonstrations and realistic practice exercises will provide you with the competence and confidence to improve project outcomes through better requirements elicitation and use case development.

You’ll gain a thorough understanding of the challenges faced in defining correct requirements, practical approaches for eliciting and documenting requirements, and strategies for managing requirements throughout the project life cycle. If you play a role in defining project scope, capturing requirements, or managing project scope, you can’t afford to miss this course!

Frequently asked questions

We provide Course Materials and Course Completion Certificate.

You can request a refund by sending an email to [email protected] and within 7-14 working days you get your money back.

You can reach us at [email protected] or enroll through our website.

We host the training through both the platform, Online and Classroom. The virtual training option can be chosen by busy professionals.

The duration of the training is 8 hours. The training will run from 9 AM to 5 PM.

Yes, we do provide great discount for the group registration. To enquire, reach us at [email protected]

Once you complete the training, you will receive a globally recognized Course Completion Certificate.

Yes. You can switch your registration to a different course with a week prior notice.

Our subject matter experts are from relevant industries and are certified.

You will be credited with 8 PDUs on completion of this training.

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Scrum Beyond Software Development

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The data above is taken from the annual " State of Agile " report from Digital.ai.

I think that a lot of people are surprised to learn that Scrum is not just for software development. Scrum was first presented in 1995 by Ken Schwaber and Jeff Sutherland. Later, the Agile Manifesto, written in 2001, identified 12 principles and 4 values which are important to the smooth operation of Agile teams.

Most early Agile teams were software development teams. You might say that Scrum - like other Agile frameworks - 'grew up' in software development.

In recent years though, Scrum adoption has expanded far beyond its original roots in IT and software development. Today, Agile frameworks including Scrum are used in Operations, Marketing, Human Resources and in product development for industries as varied as industrial microscopes, fighter jets, appliances, candies and more.

According to recent data from the State of Agile annual report, Agile adoption has seen a significant rise across several industries, highlighting the versatility and effectiveness of Scrum methodologies.

Key Statistics:

Operations : Agile adoption grew from 12% in 2019 to 29% in 2020, maintaining a steady rate of 26% in 2022. This sector experienced the fastest growth rate, showcasing a 10x increase over three years.

Marketing : Adoption increased from 7% in 2019 to 17% in 2020, slightly rising to 19% in 2022. Marketing teams are increasingly leveraging Scrum for its iterative approach to campaign management and customer engagement.

Human Resources (HR) : Agile practices in HR rose from 6% in 2019 to 16% in 2020, stabilizing at 17% in 2022. HR departments benefit from Scrum by streamlining recruitment processes, onboarding, and employee development programs.

Sales/Sales Operations : Adoption in this sector increased from 5% in 2019 to 11% in 2020, with a slight rise to 12% in 2022. Scrum helps sales teams improve pipeline management and adapt quickly to market changes.\

Fastest Growing Sector: Operations

The Operations sector has witnessed the most remarkable growth in Agile adoption, with a tenfold increase from 2019 to 2022. This surge highlights the significant benefits Scrum can bring to operational efficiency, project management, and continuous improvement processes within this domain.

Why Scrum is Effective Across Different Industries

Flexibility : Scrum’s iterative approach allows teams to adapt to changing requirements and market conditions, which is beneficial across various sectors.

Transparency : Regular stand-ups and reviews promote transparency and accountability within teams.

Collaboration : Scrum fosters a collaborative environment where cross-functional teams can work together efficiently, enhancing productivity and innovation.

Continuous Improvement : The emphasis on retrospectives helps teams continuously improve their processes and outcomes.

The expansion of Scrum into sectors beyond software development and IT demonstrates its robust framework and adaptability. Operations, Marketing, HR, and Sales have all seen notable increases in Agile adoption, with Operations leading the charge. As organizations continue to seek efficiency and adaptability, Scrum’s principles are likely to gain even broader application in the future.

Interested in learning more about Scrum? Join us at Scrum Day on October 23, 2024, in beautiful Madison, Wisconsin. Scrum Day is hosted by Rebel Scrum .  Early Bird tickets are on sale until August 1 . Get them before they are gone!

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