This document discusses why the Agile development methodology is better than traditional approaches for software projects. It outlines some common reasons projects fail with traditional methods, such as miscommunication, unclear requirements, and inability to adapt to changes. Agile promotes collaborative teams, adaptive planning, and rapid response to change. The document then describes Srijan's adaptation of Agile, including separating projects into induction, development, and transition phases with defined contracts for each. This tailored Agile approach aims to reduce risks, continuously involve clients, and optimize team structure at different stages.

1. Why Agile?
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2. Why projects fail in a traditional delivery model
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3. Why projects fail in a traditional delivery model
 Gaps between what customer expects and what was delivered
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4. Why projects fail in a traditional delivery model
 Risk of miscommunication between Client Business Analyst Project
Lead Developers, is high
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5. Other problems with such a delivery model
 It is nearly impossible to capture and document ALL features at the concept
stage of a project [it also not an advisable project/product development strategy]
 Lack of clarity in feature specification leads to poor estimates – either they
are over-estimated or under-estimated --> and both these situations are bad for
the project
 Project failure rate in terms of delivery-on-time is high
 Cost over-runs
 Vendors cut-corners (when they are cornered!)
 During development, business/client teams request changes in features with
evolving project/business goals; adapting these is really difficult
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6. Enter Agile
 Agile, by definition means, a software development method where
requirements and solutions evolve through collaboration between self-
organizing, cross-functional teams
 It promotes adaptive planning, evolutionary development and delivery, a time-
boxed iterative approach, and encourages rapid and flexible response to
change
How Agile
works
Sprint 1 Sprint 2 Sprint X
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7. Enter Agile : what this means
 Breaks down the project into an induction, development and transition phase
 Contracts can be defined for such stages of project evolution/development
 Incorporating “new ideas” or “yet better options” into project development
lifecycle is manageable
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8. Srijan's adaptation of Agile : Induction phase
 A typical Scrum team structure for the induction phase constitutes:
– Technical Architect Scrum Master, Developer(s) – from Srijan
– Product Owner – from the client side
 Requirements gathering is done with active involvement of the entire Scrum
Team, and additional stakeholders from the client side, as needed
 A product backlog alongwith other supporting documentation such as
wireframes, or even prototypes are prepared during this phase
 The development phase scope, time and contract is defined based on the
estimates for features identified during the induction period
 Estimates for transition phase can be agreed upon.
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9. Srijan's adaptation of Agile : Induction phase
How does this help: Since a whole project team is collaborating, risk of
miscommunication is greatly reduced
Is reduced
to
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10. Srijan's adaptation of Agile : Development phase
 Development of the product is done in several Sprints. Each Sprint spans upto
2 weeks
 Daily Stand-ups – ideally, a Product Owner is an part such daily meetings with
the rest of the Scrum Team. Agenda:
– What was done yesterday
– What will be done today
– What are the hurdles faced
 A demo is given to Product Owner at each sprint-end.
 This enables early feedback, course correction (changes, misunderstandings in
scope), measure speed of development (velocity)
 The Scrum Team is enhanced by adding more developers, front-end engineers
and QA engineers, as estimated in induction phase
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11. Srijan's adaptation of Agile : Development phase
How does this help: Continuous client feedback and course correction allows for
induction of change requests and feature additions within sprints
Gap between
customer expectation and
final product
is reduced.
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12. Srijan's adaptation of Agile : Transition phase
 Transition period usually involves
– installation of the product to the live site for beta release
– User Acceptance Testing [UAT]
– Bug Fixing / Change Requests
– Training
– Final Sign-off
 Intense client [Product Owner] engagement through UAT, QA and training.
 During the transition phase we keep only one developer full-time to fix bugs
and carry out operations.
 The SCRUM Master and QA Engineer coordinate with the Server
administration team are used part-time to help in testing and training.
 Stake Holders [may] test the site as part of beta release
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13. Srijan's adaptation of Agile : Transition phase
How does this help : UAT helps make the product more stable and beta product
can even be tested internally before being rolled out to public.
Testing Internal
and beta
UAT testing
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14. How is Srijan's model different from others
 Agile by the book asks for the team to be staffed for the whole duration of the
project starting from induction
 However, at Srijan, we understand that not all clients like this idea of staffing a
fat team during induction itself , where only a couple of roles may suffice
 Similarly, a Technical Architect is not required in most cases during the transition
phase!
 Contracts for induction, development and transition phases are separated
 The client gets what they pay for!!
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15. How does all this help the client?
 Greater project control
 Regular done-done deliverables; small wins, continuously
 You-get-what-you-pay-for
 Staffing team optimally for each phase
 Better tested and quality product
 Training and management/stakeholder acceptance happens continually
 Remote Management
 Greater client satisfaction as the product meets desired goals/objectives
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16. Why Agile?
Thank you!
Get in touch
Interested in setting up an Agile Team with
Srijan? Write to us: business@srijan.in
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