Discover Envitia

Here at Envitia, we’ve been using Agile methods since 1998 – initially using DSDM and more recently using Scrum.  In one particular project I recall, we had two phases.  The first phase was waterfall and suffered from the common problems associated with complex projects.  For the second phase, we persuaded the end user customer and the intermediate system integrator to trial an Agile approach.  The difference was astonishing.  The system integrator reported a 400% increase in the productivity of their engineers and the project was successfully delivered on time, to budget and full of the high value, high quality features that the end user wanted.

So what made the difference?  Fundamentally it was a change in the mind-set of all involved.  The key was regular, active, decisive customer engagement followed by action on those decisions. This is encapsulated within one of the four key tenets of the Agile Manifesto, published in 2001:

• Customer collaboration over contract negotiation

So how does that translate into real life?  In a Scrum approach, the customer should ideally provide a single point of contact that has the knowledge and authority to make decisions over what is done during the project.  They need to have a reasonable idea of what is needed, but up-front prediction of what the final system should be isn’t necessary, as long as they can make timely decisions at each step of the way.  They could fulfil the Scrum Product Owner role.  The beauty of an Agile approach, executed well, is that the end result isn’t necessarily what was envisioned at the start of the project, but it has maximised the value delivered to the business.  More often than not, it’s what they actually wanted, not what they thought they wanted!

 
Scrum has several “ceremonies” that need this active engagement, along with other tasks that move on in parallel with the main development.  The Release and Sprint planning meetings are obvious candidates for customer involvement, along with the Sprint Review.  It is critical however that they are also engaged in the evolution of the Product Backlog (requirements) that should go on alongside the actual development – often termed Product Backlog grooming.  This allows the planning of the next sprint to be efficient and effective.  Without this key collaboration taking place beforehand, the planning meeting can devolve into a debate about what was meant, or wasted through lack of agreement awaiting external approval. By the time of the meeting, all requirements that are to be considered should meet the INVEST criteria.  Ideally the customer should also be available for clarifications throughout the Sprint, by telephone or Webex if necessary.

Scrum lifecycle

From the developer side, there is a need for understanding of the value of what’s being delivered so that implementation decisions can be taken with that value in mind.  Developers need to be able to effectively show what they have done and be responsive to change and feedback.  They need to help break down larger stories into smaller more manageable pieces. The quality of what is delivered needs to be appropriate, so that the customer understanding of the delivery is valid.

So to answer my original question:  Talk to us, regularly.  Make decisions, quickly.  Provide feedback. Get involved! That way, together we can deliver maximum value to your business at minimum cost.

Dave Vint - Chief Engineer