Scrums, Sprints, Spikes And Pokers: Agility In A Bulgarian Software Company Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Scrums, Sprints, Spikes And Pokers: Agility In A Bulgarian Software Company Case Study Solution

I. Key facts:

This case is about a software development organization, Telerik, which was situated in Bulgaria and had offices located internationally. The organization was established in Sofia in 2002 and had turned into a world pioneer in the user interface (UI) parts for Microsoft's .NET system.

It was still overseen by its unique four founders and had developed to 400 staff members. In 2006, because of quick development and to hold its fast improvement product management process, Telerik adopted agile software development, which was a quality driven process that included decentralization, quick improvement cycles, strong client services, cooperation, and direct and personal communication.

Telerik had moved into a new and modern competitive advantage of development and its physical environs was outlined particularly to encourage the development of agile software. The organization's service style was casual, hands-on, consultative, and advancement driven, with a focus on the youth culture.

Recently, it helped to provide various benefits, including linked services and investment opportunities, which had given Telerik an advantage in a human capital with a representative turnover rate of under five percent annually

The company’s founder’s wealth was based upon the quick placement of deliberated human capital in a culture of collaboration and custom. They were enthusiastic up for the development of Telerik, however they thought about how the organization could keep on being productive and improve its operations.

Therefore, the objective of the case is to analyze the effects of culture and customs in using the agile software development and for its implementation as well as to identify the challenges that the company would face in recruiting, retaining and managing the employees in a competitive industry and alongside, managing the growth by providing high quality products for customer satisfaction.

A. Players:

The key players are the four founders of the company named as Svetozar Georgiev, Vassil Terzeiv , Boyko Iaramov and Hristo Kosev. These are the key leaders in the market whobased the company focusing on the customized IU and developing software services.

They altogether established Telerik with highly customized self-mechanisms. They followed the culture of availability, involvement and transparency.

B. Competitor:

Telerik can be compared with Accenture, as this is also a multinational and leading software company that provides technology services to its customers. Its competitive advantage is that as Accenture promotes team based activities, due to which it believes in maintaining strong relationships and hiring new generation who are dynamic and energetic and have different work place requirements.

C. Partners:

Telerik merged with a software company, ArtOfTest Inc., bringing another product offering of automated testing tools into the firm’s line of products and bringing about the foundation of a Telerik office in Austin, Texas. It alsoopened its USheadquarters in Boston as well as in Massachusetts.

D. Overall Performance:

The company had turnover rate of 4 to 5% in the first four months of operations and then the company reviewed its culture for maintaining the employees that required changing the year-end bonus policy.

II. Issues or challenges:

The company identified the problem with its software and basically it wanted to provide the customer centric improved version of software that the customers needed as far as changes to existing products and needs for new software product. Along with this, it was a big issue that the development of the new software may lead to 3 to 9 months for development as well as it also depends on the complexity of the employees as it may require more than one member (as a team) in order to effectively support the list of features for new product development. The exertion as far as time to finish for given programming stage was dependent on an estimation strategy called planning poker and the task would be assigned in the team to complete the task at a particular time period.

A. Central Problem:

The following problems are ranked as priority and primary problems

To develop the agile software that will result in effective customer centric development.
To increase the product delivery
Effective use of the resources
Increase the line of production;
Immobility of the technical skills
Hiring talented staff

III. Analysis:

The whole analysis is quantitative based, therefore, for the development of the agile software, the company’s goal was to make a friendly work environment for the management philosophy and the development of eth software such as to encourage the communication system, facilitate the teamwork and to deliver the service more than expected.

There may bea number of problems in adopting the agile methodology, such as:

There would be strategic, operational and technological change that would change the whole system and behaviors as well as attitudes of employees. The adoption and moving to better approach for new innovation should be steady and in order.

Communication barriers exist as a result of different time zones, and particular groups. Since agile style development plan depends entirely on correspondence, therefore this component must be considered to project as the managers may lose some control on the actual improvement process as agile method would empower engineers/group pioneers to settle on making dictions.

Additionally since agile style depends on tacit information sharing, there may be loss of information with less employee turnover. The firm must guarantee that the employees are motivated to maintain a strategic distance from such circumstances.

Scrums Sprints Spikes And Pokers Agility In A Bulgarian Software Company Harvard Case Solution & Analysis

It also requires profoundly skilled and experienced individuals. It is observed that in this company, individuals are skilled in a specific discipline only. Moreover, focus on documentation is not fundamental in agile style and that may lead towards lesser documentation. This may create concerns regarding the company and would need to be managed.In order to complete the project in a timely manner, the company is using the software development strategy such as............

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