Implementing an agile project management methodology on a Minimum Viable Product development
Abstract
In the past few years, the world has faced a rapid change in the digitalization of processes over several different economic sectors. But there are services where human contact is a part of their job, such as massagists, mindfulness guidance, yoga, therapy, etc. In those areas, digitalization and process automation are less important than human well-being. This thesis project was developed in a not-for-profit Swedish startup that creates solutions, including services and products, to help well-being providers increase efficiency in their service. The startup has identified a lack of automation in the well-being services providers’ administrative tasks, consequently wasting time they could use to help more people, with activities that do not add value to their business or society. This master thesis presents the project of developing a Minimum Viable Product of a solution to help well-being providers with their administrative tasks. This thesis project focus on selecting and implementing an agile methodology to support the software development of the MVP, with a restricted time and budget. The research aims to answer the question: "Which agile method or framework best suits the studied startup environment, considering the restricted time and budget to develop an MVP and why?". To achieve its objectives, the research method used to support the selection, implementation, improvement, and adaptation of the agile methodology was action research, considering the organization's needs, to support the delivery of a functional product that added value to the customer. The chosen methodology was Kanban, and through its improvement cycles it was possible, with the team's help, to define a structure that would help them achieve their goals. It was noted that the methodology promoted excellent communication between the teams and aligned the customer’s needs and the software development process. The project saved 14.5% of the budget and ended on time, considering the six months of planned development.
Full text
Uni e sidade do Minho
Escola de Engenha ia
Danna Bea iz Rod igues Dias
Implemen ing an agile p ojec
managemen me hodology on a
Minimum Viable P oduc de elopmen
No embe , 2022
Uni e sidade do Minho
Escola de Engenha ia
Danna Bea iz Rod igues Dias
Implemen ing an agile p ojec
managemen me hodology on a
Minimum Viable P oduc de elopmen
Mas e Thesis
Mas e ’s in Enginee ing P ojec Managemen
Wo k de eloped unde he guidance o :
P o .ª Dou o a Anabela Pe ei a Te eso
P o .ª Ing id Teixei a de Souza
No embe , 2022
ii
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iii
ACKNOWLEDGMENTS
I ha e always d eamed o s udying ab oad, ge ing o know o he cul u es, new people, and new
places while de eloping p o essionally. When I was a child, my d eam looked dis an and
almos impossible. G owing old, I did no s op belie ing i . Fo ha , I would like o hank my
amily, especially my mo he and a he , who always mo i a ed me o d eam big and suppo ed
all my decisions, e en when hey made us li e in an ocean o dis ance. The “Saudade” is
eno mous.
I ound in li e a pa ne who d eams oge he wi h me. And wi hou all his lo e and suppo ,
no hing o he las wo yea s would be possible. Gus a o Mo eno, hank you o you daily
suppo , making his pa h easie , and o always holding my hand and elling me he wo ds I
need, o con inue.
When I ealized I would need o w i e a hesis p ojec , I wan ed mo e han any hing o do i
while applying i in a eal-wo ld en i onmen , such as a company o a small p ojec . One mon h
be o e de ining he p ojec , I s a ed wo king a Me aP o ide, and e en being jus a new
membe , he o ganiza ion elied on me and allowed me o implemen an en i ely new p ocess
wi hin he o ganiza ion. Fo ha , I hank Bjö n Magalhaes o us ing in my wo k and gi ing
me he au onomy o lead his p ojec .
A Me aP o ide, I ound an en i onmen I ha e ne e imagined wo king in. A ully emo e
eam, wo king om se e al di e en coun ies wi h he same goal: o help people. An
o ganiza ion wi h no o ice bu ull o good hea s. I wan o hank Ma cela Muñoz o seeing
my po en ial o be pa o his eam. I would also like o hank João Raposo o being such a
good leade and helping me ind my way. Thank you, Tiago Lamelas, Filipa Pinhei o, Igo
Oli ei a, Magnus Walbeck, and Hen y Be gs öm, o suppo ing me du ing his p ojec
implemen a ion on he de elopmen o Adminly and o helping me make i possible.
Finally, I would like o hank P o esso Anabela Te eso o suppo ing my decision o
implemen an agile me hod a Me aP o ide and o he ime in o ien ing me h ough his p ojec .
And hank you, Ing id Souza, o all he Sunday mo nings you spen ying o help me wi h he
decisions I could no make alone and o sha ing you Kanban expe ience wi h me.
i
STATEMENT OF INTEGRITY
I he eby decla e ha ing conduc ed his academic wo k wi h in eg i y. I con i m ha I ha e no
used plagia ism o any o m o undue use o in o ma ion o alsi ica ion o esul s along he
p ocess leading o i s elabo a ion.
I u he decla e ha I ha e ully acknowledged he Code o E hical Conduc o he Uni e si y
o Minho.
ABSTRACT
Implemen ing an agile p ojec managemen me hodology on a Minimum Viable P oduc
de elopmen
In he pas ew yea s, he wo ld has aced a apid change in he digi aliza ion o p ocesses o e
se e al di e en economic sec o s. Bu he e a e se ices whe e human con ac is a pa o hei
job, such as massagis s, mind ulness guidance, yoga, he apy, e c. In hose a eas, digi aliza ion
and p ocess au oma ion a e less impo an han human well-being.
This hesis p ojec was de eloped in a no - o -p o i Swedish s a up ha c ea es solu ions,
including se ices and p oduc s, o help well-being p o ide s inc ease e iciency in hei
se ice. The s a up has iden i ied a lack o au oma ion in he well-being se ices p o ide s’
adminis a i e asks, consequen ly was ing ime hey could use o help mo e people, wi h
ac i i ies ha do no add alue o hei business o socie y.
This mas e hesis p esen s he p ojec o de eloping a Minimum Viable P oduc o a solu ion
o help well-being p o ide s wi h hei adminis a i e asks. This hesis p ojec ocus on
selec ing and implemen ing an agile me hodology o suppo he so wa e de elopmen o he
MVP, wi h a es ic ed ime and budge .
The esea ch aims o answe he ques ion: "Which agile me hod o amewo k bes sui s he
s udied s a up en i onmen , conside ing he es ic ed ime and budge o de elop an MVP and
why?". To achie e i s objec i es, he esea ch me hod used o suppo he selec ion,
implemen a ion, imp o emen , and adap a ion o he agile me hodology was ac ion esea ch,
conside ing he o ganiza ion's needs, o suppo he deli e y o a unc ional p oduc ha added
alue o he cus ome .
The chosen me hodology was Kanban, and h ough i s imp o emen cycles i was possible,
wi h he eam's help, o de ine a s uc u e ha would help hem achie e hei goals. I was no ed
ha he me hodology p omo ed excellen communica ion be ween he eams and aligned he
cus ome ’s needs and he so wa e de elopmen p ocess. The p ojec sa ed 14.5% o he budge
and ended on ime, conside ing he six mon hs o planned de elopmen .
KEYWORDS
Agile, P ojec Managemen , So wa e De elopmen , Minimum Viable P oduc
i
RESUMO
Implemen ação de me odologias ágeis de ges ão de p oje os no desen ol imen o de um
P odu o Viá el Mínimo
Nos úl imos anos, o mundo en en ou uma ápida mudança na digi alização de p ocessos em
di e sos se o es económicos. Mas há se iços em que o con a o humano az pa e de seu
abalho, como massagis as, o ien ação de medi ação, ioga, e apia, e c. Nessas á eas, a
digi alização e a au omação de p ocessos são menos impo an es que o bem-es a humano.
Es e p oje o de disse ação oi desen ol ido numa s a up Sueca sem ins luc a i os que c ia
soluções, incluindo se iços e p odu os, pa a ajuda os p o issionais da á ea do bem-es a a
aumen a a e iciência no seu se iço. Essa s a up iden i icou uma al a de au omação nas
a e as adminis a i as dos p es ado es de se iços de bem-es a , que consequen emen e os az
pe de empo que pode iam usa pa a ajuda mais pessoas, em a i idades que não ag egam alo
ao seu negócio ou à sociedade.
Es a disse ação ap esen a o p oje o de desen ol imen o de um P odu o Mínimo Viá el de uma
solução pa a auxilia os p es ado es de bem-es a nas suas a e as adminis a i as. Es e p oje o
de mes ado oca na seleção e implemen ação de uma me odologia ágil pa a apoia o
desen ol imen o de so wa e do MVP, num con ex o em que o empo e o çamen o são es i os.
A in es igação p ocu ou esponde à pe gun a: “Qual mé odo ou amewo k ágil que se adequa
melho ao ambien e de s a up ap esen ado, conside ando o empo e o çamen o es i os pa a
desen ol e um MVP e po quê?”. Pa a a ingi os seus obje i os, o mé odo de in es igação
u ilizado pa a apoia a seleção, implemen ação, melho ia e adap ação da me odologia ágil oi
in es igação-ação, conside ando as necessidades da o ganização, pa a apoia a en ega de um
p odu o uncional que ag egasse alo ao clien e.
A me odologia escolhida oi o Kanban, e a a és de seus ciclos de melho ia oi possí el, com
a ajuda da equipa, de ini uma es u u a que os ajudasse a a ingi os seus obje i os. No ou-se
que a me odologia p omo eu uma excelen e comunicação en e as equipas e alinhou as
necessidades do clien e com o p ocesso de desen ol imen o de so wa e. O p oje o economizou
14,5% do o çamen o e e minou no p azo, conside ando os seis meses de desen ol imen o
planeado.
PALAVRAS-CHAVE
Ágil, Ges ão de P oje os, Desen ol imen o de So wa e, P odu o Viá el Mínimo.
ii
INDEX
Abs ac ......................................................................................................................................
Resumo ..................................................................................................................................... i
Index ........................................................................................................................................ ii
Figu e Index .............................................................................................................................. ix
Table Index ............................................................................................................................... xi
Lis o Abb e ia ions and Ac onyms ....................................................................................... xii
1. In oduc ion ........................................................................................................................ 1
1.1 Con ex and Mo i a ion ............................................................................................. 1
1.2 Objec i es and Resea ch Ques ion ............................................................................. 3
1.3 Resea ch Me hodology .............................................................................................. 4
1.4 Thesis S uc u e ......................................................................................................... 7
2. Li e a u e Re iew ............................................................................................................... 8
2.1 P ojec Managemen .................................................................................................. 8
2.2 P ojec Managemen o So wa e De elopmen ..................................................... 13
2.3 Lean .......................................................................................................................... 15
2.4 Agile Me hodologies ................................................................................................ 16
3. Con ex and Pu pose ......................................................................................................... 27
3.1 O ganiza ion con ex ................................................................................................ 27
3.2 Communica ion and Wo k Managemen a Me aP o ide ....................................... 28
3.3 Team Con ex ........................................................................................................... 29
3.4 Adminly De elopmen Con ex ............................................................................... 31
3.5 Idea and P inciples o Adminly ............................................................................... 31
3.6 Adminly Roadmap ................................................................................................... 31
3.7 Adminly P o o ype ................................................................................................... 33
3.8 Adminly De elopmen Team ................................................................................... 36
4. Implemen a ion - Fi s Cycle ............................................................................................ 38
4.1 Me hodology Selec ion ............................................................................................ 38
4.2 Planning he Kanban Implemen a ion ...................................................................... 39
4.3 Analyze and Model he P ocess ............................................................................... 39
4.4 P oposal o he Kanban Boa d ................................................................................ 41
iii
4.5 The Kanban Sys em ................................................................................................. 43
5. Imp o emen Cycles and Resul s ..................................................................................... 47
5.1 Imp o emen s .......................................................................................................... 47
5.2 Resul s ...................................................................................................................... 64
5.3 New Kanban S uc u e ............................................................................................. 65
5.4 Kanban Me ics ........................................................................................................ 67
5.5 Time and Budge ...................................................................................................... 69
6. Conclusions and Fu u e Wo k .......................................................................................... 71
6.1 Conclusions .............................................................................................................. 71
6.2 Limi a ions ............................................................................................................... 73
6.3 Fu u e Wo k ............................................................................................................. 73
Re e ências Bibliog á icas ....................................................................................................... 75
Appendix 1 – Kanban P esen a ion .......................................................................................... 78
3
Ano he poin is ha he o ganiza ion has implemen ed, in he las phase, a Kanban boa d o
manage he asks isually and some Sc um e en s, such as Sp in and Re ospec i e mee ings,
o c ea e an agile space o decision-making wi hin he eam and o p omo e lexibili y in he
managemen o he deli e ables. The Sc um e en s and Kanban Boa d do no ep esen a ull
implemen a ion o ei he he Kanban Me hod o Sc um F amewo k. S ill, un il now, i has been
wo king co ec ly o i s pu poses. The o ganiza ion is open o agile me hodologies, bu he
cu en wo k managemen is no enough o so wa e de elopmen .
The e a e some agile me hodologies and amewo ks ha could be use ul o help manage his
p ojec . Kanban, Ex eme P og amming, Sc um, and C is al a e some o hem (Schwabe and
Su he land, 2020; Ande son, 2010; Beck, 2000; Boehm, 2007). Sc um is he mos amous agile
me hodology in so wa e de elopmen , ollowed by Kanban (Shas i e al., 2021; Digi al.ai,
2021). E e y agile me hod, like any o he , has i s p os and cons, so i is c ucial o unde s and
he en i onmen , he p ojec eam, and p ojec cha ac e is ics, o implemen he me hod ha is
mo e likely o be accep ed by he people in ol ed and o i in o he o ganiza ional cul u e.
1.2 Objec i es and Resea ch Ques ion
The main esea ch objec i e was o implemen an agile me hodology o gua an ee ha he
Minimum Viable P oduc o Adminly could be deli e ed on ime and wi hin budge o phase
wo, s a ing in Feb ua y and ending in Augus 2022. To do so, he speci ic objec i es a e:
● S udy he mos e icien agile me hodologies used o so wa e de elopmen
and hei esul s;
● De ine he me hodology ha mos accommoda es he eam and p ojec
pa icula i ies;
● Implemen he me hodology;
● De ine da a o be collec ed and s udied du ing he p ojec ;
● Adap he me hodology o a end he p ojec bes ;
● Analyze he impac o changes;
● De ine he nex s eps o he o ganiza ion's p ojec managemen .
As a esul , i aimed o unde s and he company cha ac e is ics and hei impac on he
me hodology implemen a ion. Ano he expec ed ou come is measu ing he implemen a ion's
success, based on he p ojec managemen me ics and esul s. How will he eam espond o
he chosen me hodology e en s, communica ion p o ocols, p oduc i i y me ics, and so on?
Conside ing ha , he ollowing esea ch ques ion was de ined: "Which agile me hod o
4
amewo k bes sui s he s udied s a up en i onmen , conside ing he es ic ed ime and
budge o de elop an MVP and why?".
1.3 Resea ch Me hodology
A e de ining he esea ch ques ion and objec i es, he nex s ep was selec ing a esea ch
me hodology ha guided he s udy. Saunde s e al. (2016) is a ele an e e ence in e ms o
esea ch me hods o business s uden s, and his app oach will be he one ollowed h oughou
his hesis.
Conside ing he Resea ch Onion o Saunde s e al. (2016), p esen ed in Figu e 1, he esea ch
comp ises a philosophy, an app oach, a s a egy, choices, ime zones, echniques, and
p ocedu es. Fo his mas e 's p ojec , he philosophical app oach is P agma ism. The eason is
ha he in es iga ion begins wi h a p oblem and aims o con ibu e o p ac ical solu ions ha
can be conside ed in u u e p ac ices (Saunde s e al., 2016).
The deduc ion was used as he app oach o heo y de elopmen , as he p ojec was suppo ed
by a li e a u e e iew ha guided he selec ion o he me hodology o be implemen ed.
Acco ding o Saunde s e al. (2016), he deduc i e app oach uses da a o p o e o con es
heo ies and hypo heses om li e a u e e iews o o he condi ions ha suppo he heo y.
5
Figu e 1 - Resea ch Onion
(Saunde s e al., 2016)
The au ho o his hesis was pa o he eam esponsible o selec ing and implemen ing he
me hodology o managing he MVP p ojec . Fo his p ojec , he esea ch s a egy chosen was
Ac ion Resea ch (AR). The main eason o his selec ion was ha , acco ding o Coughlan and
Coghlan (2002), ac ion esea ch is pa icipa i e. A g oup o people alloca ed in he s udied
con ex is pa o he esea ch and no only he objec o i .
Coughlan and Coghlan (2002, p. 225) also de end ha ac ion esea ch is abou change. "AR
applies o he unde s anding, planning, and implemen ing change in business i ms and o he
o ganiza ions”. This s a emen ma ches p ecisely wi h he p oposal o his esea ch, o plan and
implemen a me hod ha somehow changed he way o wo king o a eam. This hesis aims o
ha e, as an ou come, he esul o hese implemen a ions and he impac o i ega ding he goals
p e iously de ined.
Acco ding o Saunde s e al. (2016) and as p esen ed in Figu e 2, he ac ion esea ch sugges s
a cycle dynamic. The esea ch s a s wi h a con ex and a pu pose, ollowed by a esea ch
ques ion. A e ha , he cycles a e composed o diagnosing, planning, ac ing, and e alua ing
ac ion. Wi h he las cycle e alua ion esul s, a new p ocess, made o he same s eps, s a s.
6
Figu e 2 - Ac ion Resea ch Cycles
(Saunde s e al., 2016)
The esul s o each ac ion esea ch cycle we e alida ed by he esea che and he eam wo king
on de eloping he p ojec o decide he s udy's nex s eps. I was c ucial o he p ojec ha he
s udied eam unde s ands he impo ance o he applied p ojec managemen me hodology and
collabo a es o i s success. I was also ele an o conside wha can be implemen ed in he
s udied con ex and wha is no alid o implemen .
The s udy is c oss-sec ional because he e was a ime limi o six mon hs o conduc he esea ch
(Saunde s e al., 2016).
Th oughou he ac ion esea ch cycles, quali a i e and quan i a i e da a we e collec ed using
he mixed me hod. The quali a i e da a conside ed in his esea ch was he li e a u e e iew,
he in o ma ion discussed du ing he mee ings wi h he g oup, and he eedback he eam ga e,
which suppo ed he e alua ion and imp o emen s on he p oposed me hod o be implemen ed.
The li e a u e e iew was he inpu o he ac ion plan o he i s cycle o he ac ion esea ch,
suppo ing he diagnosis and de ining he pu pose o he s udy. I also helped de e mine wha
me hodology be e i he o ganiza ion con ex , gi en wha i was possible o ind in he
academic li e a u e.
7
The second cycle o ac ion esea ch and he ollowing we e suppo ed by cycles o alida ion
and eedback wi hin he s udied eam, o unde s and he impac o he ac ion on he p ojec 's
success. The esul o each cycle was he inpu o he nex one, adap ing hings, when
necessa y, o gua an ee he success o he agile p ojec managemen me hodology
implemen a ion o he MVP c ea ion.
Fo he quan i a i e da a, he s udy analyzed he budge and he es ablished da e o deli e y o
de e mine i he chosen p ojec managemen me hodology helped he eam deli e he p ojec
on ime and wi hin budge . The s udy also analyzed some me ics ega ding he wo k p oduced
o e ime.
1.4 Thesis S uc u e
This mas e 's hesis is s uc u ed in o six chap e s o p esen he p ojec o implemen ing an
agile me hodology o de eloping an MVP.
The i s chap e is he In oduc ion, composed o he mo i a ion o he esea ch, he objec i es,
he chosen esea ch me hodology, and how i will be applied o his hesis.
The second chap e p esen s he li e a u e e iew ha suppo s his hesis p ojec . The li e a u e
e iew is undamen al o he p ojec 's de elopmen as i helped he decision o which agile
me hod would be implemen ed.
The hi d chap e is abou he con ex o he o ganiza ion ha his p ojec akes place. I p esen s
he eali y o he o ganiza ion, he eams, he wo k s uc u e, he Adminly de elopmen con ex ,
and he p ojec p o o ypes.
The ou h chap e p esen s he implemen a ion o he chosen me hodology. I explains how he
me hodology was de ined, he planning p ocess, and he execu ion o he implemen a ion i sel .
The i h chap e ega ds imp o emen s and he impac o he me hod implemen a ion on he
eam. I will also p esen i he objec i es o he esea ch we e achie ed o no and i s esul s.
The six h and las chap e , i p esen s he conclusions, he lessons lea ned, and limi a ions, as
well as he p oposals o u u e wo k.
8
2. LITERATURE REVIEW
This chap e p esen s he li e a u e e iew ha suppo s his hesis. I will s a wi h he concep s
o P ojec Managemen and how i began, he e olu ion o P ojec Managemen o So wa e
De elopmen . I will also p esen he basic concep s o Lean and Agile. Ul ima ely, i will
ad ance wi h he main Agile Me hodologies, such as Sc um, Ex eme P og amming, C ys al
Me hodology, and Kanban.
2.1 P ojec Managemen
P ojec s ha e been pa o he wo ld since he beginning o wha we know abou socie y. The
cons uc ion o houses, b idges, ci ies, monumen s, o e en wa s o conque new ci ies and
ci iliza ions ha happened housands o yea s ago can be conside ed p ojec s (Ga el, 2013;
Shenha and D i , 2007). Conside ing ha acco ding o PMI (2017), a p ojec is an e o
unde aken by a g oup o people in a de ined space o ime o c ea e a unique esul , which can
be a se ice o a p oduc .
Acco ding o Ga el (2013), p ojec managemen s a ed o be s udied and became a ield o
esea ch only in he second hal o he 20 h cen u y. In 1965, In e na ional P ojec Managemen
Associa ion (IPMA) was bo n, ollowed by he PMI (P ojec Managemen Ins i u e) in 1969.
Bo h o ganiza ions a e esponsible o c ea ing s anda ds and ce i ica ions ela ed o he bes
p ac ices o p ojec manage s (B edille e al., 2015).
Nowadays, he PMBOK (P ojec Managemen Body o Knowledge) published by he PMI,
along wi h hei PMP ce i ica ion, a e he mos widesp ead and consolida ed e e ences o he
ones ha wan o become p ojec manage s (Sánchez-A ias and Sola e-Pazos, 2010).
The PMBOK (2017) p esen s he li ecycle o a p edic i e p ojec wi h ou phases: s a ing he
p ocess, o ganizing and p epa ing, ca ying ou he wo k, and ending he p ojec , as p esen ed
in Figu e 3 below. Fi e p ocess g oups suppo he phases o a p ojec : ini ia ing p ocesses,
planning p ocesses, execu ing p ocesses, moni o ing, and con olling p ocesses, and closing
p ocesses. Besides ha , he PMBOK (2017) di ides he p ojec in o en a eas o knowledge, all
co e ed by he i e p ocesses, as shown in Figu e 3 below.
9
Figu e 3 - In e ela ionship o PMBOK Guide Key Componen s in P ojec s
(PMBOK, 2017)
The en knowledge a eas a e (PMBOK, 2017):
● P ojec In eg a ion Managemen
○ The p ocesses and ac i i ies needed o in eg a e he a ious p ocesses and
p ojec managemen ac i i ies wi hin he P ojec Managemen P ocesses G oup.
● P ojec Scope Managemen
○ De ine he p ojec deli e ables and ensu e ha he p ojec includes all wo k
equi ed o be comple ed success ully.
● P ojec Schedule Managemen
○ The managemen o he ime o he comple ion o he p ojec .
● P ojec Cos Managemen
○ Budge managemen in a way o gua an ees ha he p ojec will be deli e ed as
planned wi h success. I in ol es planning, inancing, budge ing, managing, and
con olling cos s.
10
● P ojec Quali y Managemen
○ Mee he s akeholde 's expec a ions and includes he p ocess o inco po a ing
he o ganiza ion's quali y policies ega ding planning, managing, and
con olling p ojec and p oduc quali y equi emen s.
● P ojec Resou ces Managemen
○ Responsible o guiding he iden i ica ion, acquisi ion, and managemen p ocess
o he esou ces needed o comple e he p ojec .
● P ojec Communica ions Managemen
○ Includes he p ocesses equi ed o ensu e imely and app op ia e communica ion
in ol ing planning, collec ion, dis ibu ion, managemen s o age, con ol,
moni o ing, and ul ima e disposi ion o he p ojec in o ma ion.
● P ojec Risk Managemen
○ Includes he p ocesses o isk managemen planning, iden i ica ion, analysis,
esponse planning, and implemen a ion, as well as he moni o ing o isk on a
p ojec .
● P ojec P ocu emen Managemen
○ Includes he pu chase and acquisi ion p ocesses o se ices, esul s, o p oduc s
om ou side he p ojec eam.
● P ojec S akeholde Managemen
○ Includes he p ocesses o iden i ying e e yone (people, o ganiza ions, o
g oups) ha could impac o be impac ed by he p ojec and managing hei
expec a ions and engagemen in he decisions and execu ions o he p ojec .
A p ojec comp ises deli e ables and succeeds when he s akeholde s a e sa is ied wi h i s
esul s. Th ee signi ican ac o s impac a p ojec 's success: quali y, cos , and ime, as p esen ed
in Figu e 4 below (Yuliadi and Nug oho, 2019; Todo o ić e al., 2015). I one o hem was no
planned co ec ly o is no well balanced du ing he execu ion o he p ojec , i will impac he
o he wo. Fo example, i a p ojec is unning o e ime, a some poin , i will a ec he p ojec 's
cos and/o quali y, and so on.
11
Figu e 4 - T iangle o P ojec Managemen Success
(Yuliadi and Nug oho, 2019)
As ime and cos s a e limi ed esou ces in o ganiza ions, hose a e he c i ical ac o s o mos
p ojec s. Bu Yuliadi and Nug oho (2019) p esen ed da a showing ha o he ac o s impac a
p ojec 's success, such as sha ing in o ma ion ac oss he eams and isibili y in o wha he eam
and o he s a e wo king on, bo h issues ela ed o communica ion. Reich, Gemino, and Saue
(2010) men ioned he impo ance o c ea ing alue o he business as a p ima y goal o a
p ojec manage , which can also be conside ed a success ac o .
The s anda d p esen ed by PMBOK is conside ed he adi ional p ojec managemen model
(Be gmann and Ka wawski, 2019), and i has been changed om he 6 h o he 7 h edi ion (PMI,
2021). Figu e 5 below p esen s he mig a ion om he 6 h o he 7 h edi ion o PMBOK (PMI,
2021), he 6 h om 2017, and he 7 h om 2021. In 2022, bo h edi ions a e conside ed e e ences
o he PMI s anda ds, as i is in he mig a ion p ocess.
The new e sion o PMBOK has changed he en a eas o Knowledge A eas o eigh p ojec
pe o mance domains (PMI, 2021). This e olu ion p esen ed in PMBOK ollows he wo ld's
change ega ding p ojec managemen me hodologies.
Quali y
Time
Cos
Success
Fac o s
12
Figu e 5 - PMBOK 7 h edi ion - mig a ion om he 6 h
(PMI, 2021)
Acco ding o Be gmann and Ka wawski (2019), adi ional p ojec managemen , such as he
model p esen ed in he PMBOK 6 h edi ion (PMI, 2017), is a well-s uc u ed p ocess and
ocuses i s impo ance on he equi emen s, which assumes ha he e en s o he p ojec a e
p edic able and p esen limi a ions. I is di icul o he clien s o de ine he beginning o he
p ojec , and all he equi emen s and deli e ables o he p ojec , especially i i is in a dynamic
and complex en i onmen , such as a s a up and so wa e de elopmen indus y (Sánchez-A ias
and Sola e-Pazos, 2010; Eisenmann, 2021; PMI, 2021).
19
- Daily Mee ing: The de elopmen eam mee s e e y day o unde s and wha happened
he day be o e, wha is coming nex , and i he e is any impede hei ac i i ies. I usually
akes place a he same ime and local e e y day o educe complexi y. The imebox o
his mee ing is a maximum o 15 minu es;
- Sp in Re iew: The sp in e iew is a mee ing ha happens a he end o he sp in o
analyze he ou come o he sp in , and i is a momen ha also in ol es he pa icipa ion
o key s akeholde s. In his mee ing, hey can unde s and i he sp in goals we e me
and discuss he u u e o he p oduc . The imebox o his e en is a maximum o ou
hou s;
- Sp in Re ospec i e: The sp in e ospec i e is he las e en o he sp in . I is a
momen o analyze how he las Sp in wen ega ding people, p ocesses, ools, and
in e ac ions. I is also a momen whe e he eam e lec s on how hey ac ed when hey
encoun e ed p oblems du ing he sp ing. The sc um eam looks o ways o imp o e i s
e ec i eness and implemen impac ul changes as soon as possible. The imebox o
his e en is a maximum o h ee hou s o a one-mon h Sp in .
Figu e 7 - Sc um F amewo k
(sc um.o g, 2020)
Figu e 7 abo e shows an example o he sc um amewo k, om he P oduc Backlog on he
le side o he sp in e iew on he igh side. This pic u e ep esen s he Sp in s in cycles. The
Daily Sc um happens daily wi hin a Sp in , and he Sp in occu s e e y one o ou weeks, as
de ined by he eam. I also shows ha he eam should deli e an Inc emen o he clien a
20
he end o each Sp in . The eedback and con inuous imp o emen a he end o each sp in
happen du ing he Sp in Re iew and Sp in Re ospec i e.
3. Ex eme P og amming (XP)
Ex eme P og amming is an agile so wa e de elopmen me hod ha does no poin ou a
speci ic ool bu p esen s undamen al alues and bes p ac ices o he so wa e de elopmen
p ocess (Angioni e al., 2006). Angioni e al. (2006) explain ha XP is ex eme because i uses
some o he bes p ac ices o adi ional de elopmen and ca ies i o an ex eme le el. Fo
example, ega ding communica ion, XP p esen s ex eme communica ion o a oid
misunde s anding du ing daily mee ings and o he momen s o sha e he ision, p ojec
equi emen s, and s a us.
Acco ding o Beck (2000), XP has communica ion, eedback, simplici y, cou age, and espec
as i s alues. He also p esen s XP as "a pa h o imp o emen o excellence o people coming
oge he o de elop so wa e”. The XP p ac ices a e (Beck, 1999):
● Planning game: The i s s ep o XP is he planning game, in which he cus ome decides
he scope and iming o eleases;
● Small eleases: In only a ew mon hs, he sys em is pu in o p oduc ion, and a e ha ,
mino eleases a e made on a daily o mon hly basis;
● Me apho : P og amme s and cus ome s de ine a me apho o a se o me apho s o he
shape o he sys em;
● Simple Design: The design should be as simple as possible, unning all he es s,
communica ing e e y hing ha i is supposed o, wi h no code duplica ion, and ha ing
he ewes possible classes and me hods;
● Tes s: The sys em is es ed by p og amme s and cus ome s. P og amme s un uni es s,
and hey mus all un co ec ly. The cus ome w i es unc ional es s o he s o y;
● Re ac o ing: T ans o ma ion o an exis ing design o p omo e he sys em's e olu ion;
● Pai p og amming: The code in p oduc ion is w i en by wo people simul aneously,
sha ing sc eens, keyboa d, mouse, e c;
● Con inuous in eg a ion: The sys em is cons an ly upda ed wi h new code. To in eg a e
a new code, he eam builds he sys em om sc a ch. All es s mus un, and he changes
mus be disca ded;
● Collec i e owne ship: E e y p og amme has he owne ship o changing he code
h oughou he sys em i hey ind an oppo uni y o imp o emen ;
● On-si e cus ome : The cus ome is pa o he eam;
21
● 40-hou week: A p og amme wo king o e ime is conside ed a se e e p oblem. No one
can wo k o e ime a second week consecu i ely;
● Open Space: The eam needs a la ge oom and a space o pai p og amming in he
cen e o he a ea;
● Jus ules: When eams decide o use Ex eme P og amming, hey ag ee o ollow he
ules. Bu hey a e jus ules. I a some poin , he eam wan s o change any hing, hey
a e allowed o do so i hey assess he e ec s o he change;
Acco ding o Linds om and Je ies (2003), an XP P ojec las s wo weeks, in which he whole
eam wo ks o deli e small eleases ha o e alue o he clien . In Figu e 8 below, hey
p esen he ini ial in e ac ions o a p ojec and he main ac i i ies o cus ome s and
p og amme s' eams and his ini ial phase. In his image, i is possible o see he cons an
alignmen be ween p og amme s and cus ome s o gua an ee he success o he p ojec , one o
he agile alues (Beck e al., 2001).
Figu e 8 - The Rhy hm o an XP P ojec
(Linds om and Je ies, 2003)
4. C ys al
Acco ding o Anwe e al. (2017), C ys al is a g oup o agile so wa e managemen
me hodologies c ea ed by Cockbu n in he 1990s. I can be used in di e en p ojec s wi h
dis inc le els o complexi y. The le els o c ys al me hods a e de ined by a colo , om c ys al
clea o small p ojec s o ed o la ge p ojec s, as shown in Figu e 9 below, depending on he
numbe o pa icipan s and he impo ance o he p ojec (Zhong e al., 2011).
22
Figu e 9 - The Family o C ys al Me hods
(Anwe e al., 2017)
The C ys al amily is mo e lexible han he o he agile me hodologies because i ocuses mo e
on he people han on he p ocesses and ools (Highsmi h, 2002). Boehm (2007) explains ha
C ys al has only wo ules. Fi s , he inc emen al cycles canno be longe han ou mon hs;
second, o sel -adap he me hodology, i is c ucial o ha e e lec ion wo kshops a e e e y
deli e y. Acco ding o Boehm (2007), only C ys al Clea , ep esen ed by he whi e a ea in
Figu e 9, and C ys al O ange, ep esen ed by he o ange a ea in Figu e 9, ha e been well
de ined. The au ho o his hesis c ea ed a Table based on Boehm (2007) o summa ize he wo
C ys al models.
Table 1 - C ys al Family Models
(Boehm, 2007)
Model
C ys al Clea
C ys al O ange
Numbe o
People
• Small eams, 1 o 6 people
• Medium-size eams - 20 o
40 people
Documen s and
a i ac s
• Release Plan;
• Schedule o Re iews;
• In o mal/ Low-Ce emony;
• Use Cases;
• Design Ske ches;
• Running Code;
• Common Objec Model;
• Tes Cases;
• and Use Manual.
• Requi emen s Documen ;
• Release Plan;
• Schedule;
• S a us Repo s;
• UI Design Documen ;
• In e -Team Specs;
• Running Code;
• Common Objec ;
• Model;
• Tes Cases;
• Mig a ion Code;
23
5. Kanban
Ande son (2010, p.31) desc ibes he Kanban as “Kanban (capi al K) an e olu iona y change
me hod ha u ilizes a kanban (small k) pull sys em, isualiza ion, and o he ools o ca alyze
he in oduc ion o Lean ideas. The p ocess is e olu iona y and inc emen al”. Ande son (2010)
adop ed he capi al K o di e en ia e he kanban, he pull sys em c ea ed by Toyo a, om he
Kanban me hod.
Acco ding o Ande son (2010), Kanban is a complex adap i e sys em o lean and no an
app oach o managing so wa e de elopmen li ecycle p ojec s, which di e en ia es i om
Sc um (Hijazi e al., 2012). The eason o ha , explains Ande son (2010), is ha o implemen
Kanban, i is equi ed o ha e some p ocess in place, so ha i can be inc emen ally changed by
he Kanban me hod. He also a i ms ha eams should no implemen a de ined me hod o a
Model
C ys al Clea
C ys al O ange
• and Use Manual.
Roles
• P ojec Sponso /cus ome ;
• Senio Designe P og amme ;
• Designe P og amme ;
• and Use (pa - ime a leas ).
• P ojec Sponso ;
• Business Expe ;
• Usage Expe ;
• Technical Facili a o ;
• Business Analys ;
• P ojec Manage ;
• A chi ec ;
• Design Men o ;
• Lead Designe P og amme ;
• UI Designe ;
• Reuse Poin ;
• W i e and Tes e .
P ocesses
• Inc emen al deli e y;
• Releases less han wo o h ee
mon hs;
• Some au oma ed es ing;
• Di ec use in ol emen ;
• Two use e iews pe elease and
me hodology uning e ospec i es;
• P og ess is acked by so wa e
deli e ed o majo decisions
eached, no by documen s
comple ed.
• Inc emen al deli e y;
• Releases less han h ee o
ou mon hs;
• Some au oma ed es ing;
• Di ec use in ol emen ;
• Two use e iews pe elease
and me hodology uning
e ospec i es.
24
p ocess empla e, bu hey "migh be empowe ed o e ol e hei unique p ocess solu ion ha
ob ia es he need o such se ices and equi es a new se o ools” (Ande son, 2010, p. 44). He
also s a es ha he Kanban me hod has i e p ope ies:
1. Visualize wo k low;
2. Limi wo k-in-p og ess (WIP);
3. Measu e and manage he low;
4. Make p ocess policies explici ;
5. Use models o ecognize imp o emen oppo uni ies.
The bene i s o he isual managemen o he Kanban boa d a e also used by some eams using
Sc um as he selec ed agile amewo k (Romano and Sil a, 2015). Ahmad e al. (2018) s udied
he li e a u e ela ed o Kanban in so wa e enginee ing and had, as a esul , bene i s associa ed
wi h p ocesses, people, and o ganiza ions, such as an inc ease in isibili y, imp o emen s in
he wo k low, as e ime o ma ke , and imp o ed eam building and cohesion.
Ande son and Ca michael (2016) explain how o in oduce Kanban wi h he Sys em Thinking
App oach To In oducing Kanban (STATIK) in s eps ha a e no necessa ily sequen ial bu
in e ac i e. The s eps a e, acco ding o hem:
S ep 0: Iden i y se ices;
Fo each se ice
S ep 1: Unde s and wha makes he se ice i o he pu pose o he cus ome ;
S ep 2: Unde s and sou ces o dissa is ac ion wi h he cu en sys em;
S ep 3: Analyze he demand;
S ep 4: Analyze he capabili y;
S ep 5: Model wo k low;
S ep 6: Disco e classes o se ices;
S ep 7: Design he Kanban sys em;
S ep 8: Socialize he sys em and boa d design and nego ia e implemen a ion.
25
Figu e 10 - Kanban Boa d
(Ande son and Ca michael, 2016)
Figu e 10 abo e is an example o a Kanban boa d, which p esen s some impo an concep s
de ended by he Kanban me hod. The op o he pic u e, in ed, shows he commi men and
deli e y poin s. The commi men poin , acco ding o Ande son and Ca michael (2016), is he
poin ha ep esen s an ag eemen be ween he cus ome and he se ice. F om his poin on,
he cus ome makes an o de , and he se ice will p oduce and deli e i o he cus ome . Each
column ep esen s one ac i i y wi hin he se ice. In he cen e o he pic u e, i is possible o
see he wo k in p og ess.
A he bo om o Figu e 10, in ed, hey p esen ed wo c i ical me ics, he Lead Time and
Deli e y Ra e. Acco ding o Ande son and Ca michael (2016), he lead ime is he ime an i em
akes om he commi men poin o he deli e y poin . Nakazawa and Tanaka (2016) poin ou
he impo ance o limi ing he WIP o sho en he lead ime so ha he se ice can be deli e ed
as e o he cus ome . The Deli e y Ra e, also known as Th oughpu , is he a e o deli e ed
i ems, and i is calcula ed by "di iding he numbe o deli e ies by he leng h o he ime pe iod"
(Ande son and Ca michael, 2016).
Fo implemen ing he Kanban, Ande son and Ca michael (2016) de end ha he o ganiza ion
should s a wi h wha hey do now, and i is no necessa y o c ea e new oles o job i les.
Howe e , wo oles ha e eme ged om he p ac ice o Kanban, bu hey ein o ce ha he
pu pose o he ole is essen ial, a he han assigning someone speci ically wi h a job i le. The
wo unc ions a e (Ande son and Ca michael, 2016):
26
● Se ice Reques Manage : communica es di ec ly wi h he cus ome s, unde s anding
hei needs and expec a ions. This pe son is also esponsible o selec ing and
p io i izing he wo k i ems a he Replenishmen Mee ing;
● Se ice Deli e y Manage : acili a es he Kanban Mee ings and Deli e y Mee ings and
is esponsible o he wo k low in deli e ing i ems o he cus ome .
In he s uc u e o mee ings, Ande son and Ca michael (2016) conside he Replenishmen
Mee ing and he Kanban Mee ing a baseline o he Kanban implemen a ion. O he han ha ,
addi ional mee ings a e used o keep he eedback loop wo king in he Kanban me hod, such as
(Ande son and Ca michael, 2016):
● Se ice Deli e y Re iew: he pu pose o his mee ing is o examine and e iew he
e ec i eness o a se ice;
● Replenishmen Mee ing: a session o mo e i ems o e he commi men poin ;
● Kanban Mee ing: daily coo dina ion o he people wo king o deli e he se ice. I is
a momen o alignmen , which uses he "s and-up" o ma o be sho and ene ge ic;
● Deli e y Planning Mee ing: moni o and plan deli e ies o he cus ome s.
27
3. CONTEXT AND PURPOSE
This chap e p esen s he o ganiza ion's con ex , Me aP o ide, his o y, goals, eam, and wo k
s uc u e. Fu he mo e, i also shows he con ex o Adminly de elopmen , i s idea, oadmap,
mockups, and c ew, o p o ide an o e iew o he p ojec .
3.1 O ganiza ion con ex
Me aP o ide was c ea ed in 2019 wi h a base o olun ee s ha wo ked o unde s and he well-
being p o ide s' p oblems and y o shape a po en ial solu ion. The o ganiza ion's ision is o
" educe indi idual su e ing h ough human-cen e ed IT se ices ha os e inne g ow h in
e e y pe son we mee ”. Me aP o ide has as a goal o 2022 and 2023 he de elopmen o wo
p oduc s, one ocused on helping well-being p o ide s' adminis a i e asks, named Adminly,
and ano he one is a pla o m ee o cha ge ha aims o help explo e s, people sea ching o
g ow h o guidance, o ind a e ed p o ide o help hem in hei explo ing p ocess.
In 2021, Me aP o ide ecei ed a dona ion, and wi h ha , i was possible o gi e wo ke s
emune a ion and inc ease he numbe o people in ol ed in he p ojec . Du ing Phase 1, which
happened in he second semes e o 2020, Me aP o ide s a ed a deep esea ch p ocess o
unde s and he well-being ma ke and de elop he MVP concep o help hem in hei
adminis a i e asks.
A he beginning o 2022, a he end o he i s phase, Me aP o ide ecei ed a ound 400,000
€, he budge o he six mon hs o Adminly, he pla o m ha will help well-being p o ide s
help mo e people. This dona ion made i possible o inc ease he eam, and du ing Phase 2,
Me aP o ide aims o de elop he Be a Ve sion o Adminly, and o Phase 3, he goal is o ha e
i public, as p esen ed in Figu e 11.
28
Figu e 11 - Me aP o ide imeline - His o y and Goals
3.2 Communica ion and Wo k Managemen a Me aP o ide
One o he co e alues o Me aP o ide is da a p i acy p o ec ion. Based on ha , Me aP o ide
uses Nex Cloud as a pla o m o communica ion, ile s o age, e-mail, wo k o ganiza ion, and
calenda . Nex Cloud is a sel -hos ed and open-sou ce pla o m ha has been imp o ed and
adap ed o Me aP o ide's needs.
Since i s beginning, Me aP o ide has chosen o use some agile p inciples as i s way o wo king,
ei he o manage he p ojec s o he ope a ions hemsel es. To suppo ha , Nex Cloud o e s a
ea u e o isual managemen o he wo k called Deck, which is e y simila o o he p oduc s
in he ma ke , such as T ello, o c ea ing kanban boa ds, making he isual managemen o he
wo k possible. In he Deck, he wo k is di ided in o “Backlog”, “To do”, “Doing”, “On Hold”,
and “Done”, as ep esen ed in Figu e 12, as he s a us o he ask.
35
Figu e 17 - Adminly Cha P o o ype
In he Clien s' session (Figu e 18), he p o ide can access he con ac in o ma ion o all hei
clien s. And inally, he pla o m will ha e a Se ings Page (Figu e 19), allowing he p o ide
o con igu e hei p o ile.
Figu e 18 - Adminly Clien s P o o ype
36
Figu e 19 - Adminly Se ings P o o ype
3.8 Adminly De elopmen Team
Two eams wo k de eloping Adminly, P oduc De elopmen , and Tech. The p ocess s a ed in
2021 in he P oduc De elopmen eam, he one esponsible o he disco e y p ocess, which
allowed he o ganiza ion o unde s and be e he compe i o , he ma ke analysis, and he
p o ide s' needs and o ge o a po en ial solu ion o sol e he p oblem. In Feb ua y 2022, he
Tech eam joined he de elopmen p ocess esponsible o de eloping he Adminly Pla o m.
Adminly is no only a echnological pla o m bu also a se ice. Along wi h he use o he
pla o m, Me aP o ide will sell Vi ual Assis an (VA) hou s, which means ha he Adminly
plans will go om he use o he so wa e only, o he combina ion o VA hou s wi h he
pla o m, in di e en plans, depending on he p o ide s' needs and he numbe o clien s.
To de elop ha , he p oduc eam coun s on he ollowing:
● P oduc Leade , esponsible o managing all he demands ela ed o he p ojec and
communica ing di ec ly wi h he Tech eam, ega ding he pla o m equi emen s and
design;
● P oduc Manage , esponsible o managing he esea ch p ojec , es ing he p o o ypes,
and managing he VA's wo k;
37
● Vision and Ex e nal Rela ions Manage , which is he ounde o he o ganiza ion, and
owne o he idea o he p ojec , and o con ac ing he ex e nal ela ions and b inging
insigh s and people o help on he p oduc de elopmen ;
● VA and P o ide s Rela ionship is esponsible o selec ing and in eg a ing p o ide s in
he esea ch p ocess, checking in wi h he VAs on how he p ocess is going, and being
accoun able o in e iewing p o ide s;
● VA Manage : Responsible o he VA ope a ions, coo dina ion, c ea ing, and
suppo ing he VA P ocess;
● P oduc Ma ke ing Manage : Responsible o p oduc posi ioning and messaging,
planning and execu ing go- o-ma ke s a egies, achie ing p oduc -ma ke i , and
explo ing, scoping, and building on con en ha helps c ea e p oduc posi ioning;
● Use In e ace and Use Expe ience (UI/UX) Designe : Own and d i e he end- o-end
p ocess o sol ing UI/UX design p oblems: idea e, concep ualize, design, es , and
e ine.
On he o he hand, be o e he beginning o phase 2, he only esponsibili y o he Tech Team
was he sys em adminis a ion, which was o suppo and imp o e he Nex Cloud pla o m o
in e nal usage. A he ime, he eam was composed o wo people wi h pa - ime commi men s.
A e planning he p ojec , i was iden i ied he necessi y o hi ing wo people o in eg a e he
eam, suppo ing bo h ac i i ies, sys em adminis a ion and Adminly so wa e de elopmen ,
one o he wo posi ions was al eady illed.
Rega ding Adminly De elopmen , he Tech eam has wo people ocused on so wa e
de elopmen and one suppo ing he de elopmen and es ing o ensu e he echnical quali y o
he pla o m, he Tech Leade . One posi ion o PHP de elope is open o keep he so wa e
de elopmen p ocess.
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4. IMPLEMENTATION - FIRST CYCLE
This chap e p esen s he p ocess o planning and ac ing o he Ac ion Resea ch. As well as
which one was he chosen agile me hodology implemen ed wi hin he p ojec con ex and why.
Fu he mo e, i also p esen s he implemen a ion p ocess o he me hod.
4.1 Me hodology Selec ion
The esea ch and li e a u e e iew p esen ed in Chap e 2 is pa o he da a collec ion and inpu
o selec ing he me hodology o be implemen ed in he p ojec . This p ojec in ol es a
Minimum Viable P oduc , i is ela ed o so wa e de elopmen , and i akes place in a s a up
en i onmen , whe e he unds and ime a e e y limi ed o he de elopmen , so i was de ined
ha he adi ional me hodology is no an op ion. As Saynisch (2010) explained, he adi ional
p ojec managemen me hod is a limi ed model o managing unp edic able p ojec s.
The c i e ia o selec ing he me hodology we e a combina ion o wha was ound du ing he
esea ch p ocess as he mos used and success ul agile me hodologies applied in so wa e
de elopmen p ojec s and he analysis o he con ex in which he p ojec akes place. The Agile
P ojec Manage , also he au ho o his hesis p ojec , p esen ed wo p oposals o he
De elopmen eam, including he P oduc and Tech eams. Fo discussion, bo h eams we e
hea d, and hei ideas and conce ns we e conside ed in he decision p ocess.
As p esen ed be o e, Sc um is he mos amous agile me hodology in so wa e de elopmen ,
ollowed by Kanban (Shas i e al., 2021; Digi al.ai, 2021). Based on ha , he wo chosen
me hods o be p esen ed o he Teams and e alua ed o decide which one would be be e
accep ed, based on each’s cha ac e is ics, we e Sc um and Kanban.
As Sc um is he mos dissemina ed, i was he i s o be conside ed. As p esen ed be o e, he
amewo k is well s uc u ed, wi h all he oles, ime-boxed e en s, and a p ede e mined
du a ion, going om wo o ou weeks (Schwabe and Su he land, 2020). On he o he hand,
he Kanban Me hod is no a p ede ined p ocess o a empla e, as s a ed by Ande son (2010).
S ill, he de ends ha he eam "should be empowe ed o e ol e hei unique p ocess solu ion
ha ob ia es he need o such se ices and equi e a new se o ools”. Ande son and
Ca michael (2016) sugges a mee ing s uc u e o implemen and de e mine a eedback loop in
he sys em, such as Kanban Mee ing and Replenishmen . S ill, hei ime and equency a e
de e mined by he eam.
Despi e he Tech Team is iny, being one ull- ime and wo pa - ime de elope s, he ime o
de eloping he MVP was only six mon hs. The p ojec is based on an open-sou ce ool, which
39
educes i s complexi y in e ms o de elopmen and ime. The chosen me hodology was
Kanban. The decision was aken in ag eemen wi h he eams.
Be o e his p ojec , he Tech Team only wo ked in he suppo and sys em adminis a ion, so
he de elopmen p ocess will also be implemen ed along wi h he beginning o he MVP
building. Conside ing ha , i will no be possible o measu e he di e ence be ween he
implemen a ion o Kanban and he p e ious wo k, as i did no exis . Bu he Kanban applica ion
comes in he way o answe ing he ques ion: "Which agile me hod o amewo k bes sui s he
s udied s a up en i onmen , conside ing he es ic ed ime and budge o de elop an MVP and
why?", being he deli e y o a unc ional MVP on ime and budge he success measu e.
4.2 Planning he Kanban Implemen a ion
The planning o he Kanban implemen a ion was based on he li e a u e e iew p esen ed on
he 5, and i s a s wi h an analysis and modeling o he p ocess. Then i was de ined how he
p ocess would be ans o med in o a Kanban boa d and he sys em ( oles, e en s, and me ics)
ha would suppo he me hodology,
4.3 Analyze and Model he P ocess
The Kanban implemen a ion was based on he STATIK (Sys em Thinking App oach o
In oducing Kanban) de ined by Ande son and Ca michael (2016). The au ho o his hesis
was esponsible o analyzing he STATIK s eps and c ea ing a p oposal o he Kanban
Sys em, which was p esen ed o he P oduc and Tech Teams o alida ion and app o al.
Conside ing he s eps o he STATIK, as p esen ed in sec ion 2.4.5:
In S ep 0, iden i y se ice, he so wa e de elopmen p ocess o Adminly was he se ice
iden i ied.
In S ep 1, unde s and wha makes he se ice i o he pu pose o he cus ome . A e he i s
phase o wo k, Me aP o ide iden i ied a lack o digi aliza ion o he asks ha do no add alue
o hei po en ial clien ’s business and which is no ela ed o hei p ima y expe ise, making
hem was e ime ha hey could be helping mo e people. The se ice i o is o deli e a solu ion
o he p o ide s o well-being se ices ha help hem imp o e hei adminis a i e asks
managemen and ee up hei ime.
Fo S ep 2, unde s and sou ces o dissa is ac ion wi h he cu en sys em, i was no possible o
ind hese sou ces once he p ocess o so wa e de elopmen would be implemen ed in he
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o ganiza ion a he same ime as he Kanban me hod, once i is he i s p oduc ha he
o ganiza ion is launching.
Fo S ep 3, analyze he demand, i is possible o ind he analysis in Chap e 3, whe e i is
desc ibed he con ex o he o ganiza ion and he con ex o he Adminly de elopmen , as well
as he echnology ha will be used. The mockups o he sys em a e p esen ed.
In S ep 4, Analyze he capabili y, be o e he beginning o he p ojec , he Tech Team and he
P oduc Team me o align he deli e ables o he nex phase. They also analyzed i he eam
was enough o deli e wha he P oduc Team had planned o he phase. In his mee ing, he
necessi y o hi ing wo mo e pa - ime de elope s o one ull- ime de elope was iden i ied, o
make i possible o deli e he p ojec s wi hin he es ima ed ime. One ull- ime de elope was
hi ed o be pa o he eam.
In S ep 5, model he wo k low, he so wa e de elopmen p ocess was de ined as p esen ed in
Figu e 20 below. The p ocess s a s a e he disco e y p ocess in he P oduc Team. In hei
disco e y p ocess, hey p o o ype, es , and design he mockups, so ha he Tech Team can
de elop he ea u e. The P oduc Team is esponsible o de ining he equi emen s o he ca ds
and o eplenishing he Backlog session. A e ha , he P oduc Team de ines he p io i ies o
deli e ing each ea u e.
The Tech Team is esponsible o de eloping and es ing he ea u e. A e done and deployed,
he p oduc eam ies he ea u e in he es ing en i onmen . When he ea u e is app o ed, i
is deli e ed o he clien .
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Figu e 20 - So wa e De elopmen P ocess o Adminly
In S ep 6, disco e he classes o se ices, i was decided ha i won’ ha e, a his momen , a
di e en ia ion in he classes o se ices. All he ca ds/ asks would be conside ed a s anda d
wo k ou ine o de eloping he so wa e. And ha happens because o he way he p ojec has
been managed. I had six mon hs o disco e y be o e he so wa e de elopmen phase began.
And i will ake six mon hs, he leng h o his p ojec , o deli e o he inal cus ome . A e ha
phase, his ule will p obably be e isi ed and changed.
4.4 P oposal o he Kanban Boa d
Figu e 21 on he nex page illus a es he p oposed Kanban Boa d o be implemen ed in he
s udied con ex . In con inui y wi h he STATIK o planning he implemen a ion o he Kanban
Me hod, as sugges ed by Ande son and Ca michael (2016), in S ep 7, hey indica e he design
o he Kanban Boa d. In he Kanban Boa d, he ca ds low om he le o he igh , so he ca d
en e s his boa d in he “Backlog” column, eplenished by he P oduc Leade . The ca ds a he
42
op o he “Backlog” column a e he p io i y o he nex wo weeks o wo k. When he ca d is
eady o be de eloped, which means i is a p io i y in alignmen be ween Tech and P oduc
Teams and has he design es ed and app o ed, and he ca d has enough in o ma ion o be
wo ked on by he Tech Team, i mo es o he “To Do”. The “To Do” column is he “Poin o
Commi men ” o he Kanban Boa d. A e mo ing o his poin , he ask mus be deli e ed.
Figu e 21 - Kanban Boa d o he Adminly So wa e De elopmen P ocess
When a de elope is ee, which means he has inished a ask, he akes he ollowing ca d
a ailable o s a and mo es i o he “De – Doing” column. This column has a Wo k in
P og ess (WIP) limi o wo ca ds pe ull- ime de elope . I he column has achie ed i s limi
and a de elope is ee, he needs o help ano he de elope o inish his ask be o e aking a
new ca d. A e he ask is comple ed, i goes o he “De – Done” column, whe e ano he
De elope es s i , and a ag o “Ready o Tes ” is added when he ask is es ed and deployed
in he s aging en i onmen . A e ha , he P oduc Leade mo es he ca d o he “Use Tes ing”
column, whe e he P oduc Leade es s he ask.
I he ca d/ ea u e is app o ed, he ca d mo es o he “App o al” column. A e ha , he ask
is eady o be deployed in he p oduc ion en i onmen o be es ed by he inal cus ome . To
acili a e he p ocess, he inished ea u es a e only going o be deployed in o p oduc ion when
all he ea u es planned o he miles one a e eady.
This p oposal o he Kanban Boa d p esen s h ee ou o he i e Kanban p ope ies de ended
by Ande son (2010). I helps isualize he wo k low, limi he wo k-in-p og ess, and make he
43
p ocess policies explici . In he nex opic, he o he wo p ope ies will be add essed: measu ing
and managing he low and using models o ecognize imp o emen oppo uni ies.
4.5 The Kanban Sys em
The Kanban Sys em will con ain he oles, e en s, me ics, and he Kanban Boa d. The Kanban
Boa d was al eady p esen ed in he p e ious opic. This opic will be di ided in o Kanban Roles,
Kanban Me ics, and Kanban E en s. These ollowing poin s will add ess how he Kanban
Sys em was designed o be implemen ed in he Me aP o ide con ex o he Adminly
de elopmen .
E e y hing p esen ed in his opic, and he las one, is based on he good p ac ices p esen ed in
he li e a u e e iew and was ailo -made o be applied in his speci ic con ex . These ideas we e
p esen ed and aligned wi h he P oduc and Tech Teams. Adjus men s in his p oposed Sys em
will be cons an ly implemen ed once he concep o he Sys em is o be imp o ed o e ime,
especially o espond o changes.
1. The Kanban Roles
Ande son and Ca michael (2016) de ine ha wo oles a e needed o implemen ing and
ope a ing Kanban. They also de end ha he asks and esponsibili ies ela ed o he oles a e
mo e impo an han he job i le. The du ies and people assigned o he posi ion a e he
ollowing:
- Se ice Reques Manage : The P oduc Leade assumed he esponsibili y o being he
Se ice Reques Manage , which is:
● Unde s and he cus ome needs;
● T ans o m cus ome needs in o equi emen s o suppo so wa e
de elopmen ;
● C ea e he backlog;
● O de he wo k i ems om he backlog and acili a e p io i iza ion o
wha comes nex ;
● Tes and app o e he ea u es acco ding o he cus ome s’ needs.
- Se ice Deli e y Manage : The Agile P ojec Manage is esponsible o managing he
deli e y and is also he au ho o his hesis. The esponsibili ies a e:
● Gua an ee ha he ca ds low h ough he Kanban Boa d;
● Facili a ing mee ings and gua an eeing he Kanban Me hod is
unde s ood and ollowed by he eam;
44
● Facili a e change and con inuous imp o emen ac i i ies;
● Collec da a abou he wo k i ems on he Kanban Boa d and discuss i
wi h he eam;
● Unblock i ems;
● Measu e me ics.
O he han he Agile P ojec Manage and he P oduc Leade , he De elope s a e esponsible
o he pla o m’s de elopmen and suppo he selec ion and p io i iza ion o he wo k o be
done. In he P oduc Team, a g oup o collabo a o s suppo s he esea ch and disco e y
p ocess, conduc ing in e iews wi h he cus ome s and helping he P oduc Leade unde s and
and sa is y he cus ome ’s needs. Ano he c ucial ole in his p ocess is he UI/UX Designe ,
esponsible o c ea ing he mockups o he pla o m in a way ha p esen s a good expe ience
o he clien .
2. The Kanban E en s
Ande son and Ca michael (2016) poin ou ha he Replenishmen Mee ing and he Kanban
Mee ing a e he baselines o implemen ing he Kanban Me hod. O he han ha , also based on
Ande son and Ca michael (2016), he e en s implemen ed o suppo he Kanban
implemen a ion in he Me aP o ide con ex a e he ollowing:
● Kanban Mee ing: he objec i e o his mee ing is o isualize he Kanban Boa d,
unblock asks, and gua an ee ha he wo k is lowing h ough he p ocess. The mee ing
will happen wice a week and las 15 minu es. The mee ing is acili a ed by he Agile
P ojec Manage and has he pa icipa ion o he Tech Team;
● Deli e y Planning Mee ing + Replenishmen : Be o e his mee ing, he P oduc Leade
is esponsible o c ea ing he ca ds in he “Backlog” column based on he oadmap and
p io i ies de ined o he p ojec . Du ing he mee ing, he ca ds o he week will be
mo ed om “Backlog” o “To Do”, so he de elopmen can s a . This mee ing will
happen biweekly, on a Monday, and is planned o be one-hou long. The P oduc
Leade , he UI/UX designe , he Agile P ojec Manage , and he Tech Team a end his
mee ing;
● Se ice Deli e y Re iew + Re ospec i e: In his mee ing, he P oduc Leade would
Re iew, along wi h he Tech Team, i he wo k planned o he wo weeks o wo k is
wo king co ec ly and explain he changes o possible mal unc ions in he so wa e o
decide wha is app o ed and wha is no . A e his momen , a Re ospec i e Mee ing is
held, ega ding he las wo weeks o wo k. The Re ospec i e is done on a Boa d, wi h
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This i s e ospec i e mee ing was c ucial o show he i s imp essions o using he Kanban
Me hod and how he eam was eeling ega ding managing he asks. The eam poin ed ou ha
hey could see Kanban’s anspa ency and ha he ech eam’s collabo a ion has imp o ed.
Ano he poin is ha now hey do no need o ask ano he pe son wha comes nex , because i
is possible o isualize i in he Kanban Boa d.
The i s imp essions ma ch wha Ahmad e al. (2018) disco e ed du ing hei li e a u e e iew
abou Kanban, ha he me hod bene i s he imp o emen in isibili y, be e managemen o
he wo k low, and a good impac on eam cohesion and eam building.
One in e es ing commen is he i s ca d in he “Well” column when a de elope says ha he
Kanban Me hod does no eel o be in he way. One o he eam’s conce ns be o e selec ing he
agile me hodology o be implemen ed in his con ex was a la ge numbe o mee ings ha could
ake up he ime in es ed in so wa e de elopmen . On ano he opic, hey men ioned ha wo
Kanban Mee ings pe week was enough because he eam was discussing ha ing wo o h ee
mee ings, so i was de ined o es wo, and i i was no enough, i could be implemen ed one
mo e.
In he Sc um Me hodology, o example, he mee ing o check he wo k s a us, as de ended by
Schwabe and Su he land (2020), happens daily. I is called Daily Sc um. The de ini ion o
wo o h ee mee ings o his eam ook in o conside a ion ha wo ou o h ee p og amme s
wo ked only pa - ime (a ound 20 hou s pe week), and i i was needed o ha e mo e mee ings,
i could be done asynch onously.
In he no -so-well, he eam poin ed ou he need o imp o e he isualiza ion o he sys em, as
i was challenging o iden i y blocked ca ds. To sol e ha , in he new ideas, he eam sugges ed
implemen ing new ags in he ca ds o signal when a ca d is blocked o when a ca d is eady o
be es ed by he P oduc De elopmen Team. An example can be checked in Figu e 25 below.
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Ano he ele an poin is ha i was de ined ha asks ela ed o De Ops would be mo ed,
when done, di ec ly o he “Deli e y” column, once i does no need app o al by he P oduc
Team. The De Ops asks a e ela ed o he sys em’s se up o imp o emen o he elease and
o he echnical p ocesses. In his case, i could be classi ied as a new class o se ice, bu he
impac on he p ojec is low once he numbe o asks ela ed o De Ops is small. I was de ined
ha he only way o iden i ying hem would be by using a ag wi h he name “De Ops”, as
shown in Figu e 26 below.
One mo e poin o imp o emen was he “Mo e syncing on he ech eam”. The eam iden i ied
ha hey communica ed be e du ing he mee ings bu did no y o each ou o he o he s,
when hey we e wo king on he de elopmen asks. Du ing he discussion, hey ag eed o y o
communica e be e in o he momen s, no only du ing he Kanban E en s.
Figu e 25 - Tags o blocked and eady o es ca ds
Figu e 26 - De Ops ca d
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2. 2nd Cycle o Imp o emen
Righ a e he i s Re ospec i e Mee ing, he ac ions discussed du ing he mee ing we e
implemen ed, and all o hem became pa o he p ocess. The ags we e implemen ed in he
Kanban Boa d, and he Tech Team membe s s a ed o ha e mo e one-on-one mee ings and
pai p og amming o sync he communica ion. The ca ds ega ding De Ops asks began o ha e
a new p ocess and we e mo ed di ec ly o he “Deli e y” column when done.
The second Re ospec i e happened on Ap il 8 h, 2022, a ound wo weeks a e he i s one.
The eam’s con ibu ion in his mee ing was mo e signi ican , and i is possible o no ice i by
he numbe o ca ds added o he Re ospec i e Boa d.
In he “Well” column, he eam men ioned, as i is p esen ed in Figu e 27:
- Kanban’s anspa ency;
- PD (P oduc De elopmen Team) eels in eg a ed in o he p ocess o (so wa e)
de elopmen ;
- Good communica ion and an open channel be ween PD and Tech Teams;
- Alignmen be ween Tech and P oduc Team;
- The mee ings keep he asks lowing.
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- All asks made i o done (The “De –Done” column);
- Pull eques e iews had g ea eedback;
Figu e 27 - Second Cycle o Imp o emen - Re ospec i e Boa d
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- Good communica ion du ing Kanban Mee ings and on Talk (The messaging app used
by he o ganiza ion, explained in Chap e 3.2);
- Con inuous communica ion be ween Tech and P oduc Teams.
A ew opics we e epea ed a ew imes in he Re ospec i e Boa d, especially ega ding he
in eg a ion be ween he P oduc De elopmen Team and he Tech eam. The eason o ha is
ha di e en eam membe s added hose opics in he 10 minu es hey had o add hei inpu s
on he boa d.
Rega ding he me hodology, he eam men ioned Kanban’s anspa ency again. They also no ed
ha he mee ings we e helping he wo k o low. Du ing he Kanban Mee ings, i is he p ima y
ime o isualize he Kanban Boa d and alk abou impedimen s he eam can ind while
de eloping a ea u e, and i helps he eam o sol e an issue o o unde s and he ask be e ,
making he asks low be e .
In he “No so Well”, he eam men ioned, as is shown in Figu e 27 abo e:
- Lack o UI (Use In e ace) design o he ea u es;
- Finish he asks be o e he Re iew Mee ing (on Thu sday be o e) – some delayed asks;
- Ha d o ge good documen a ion ela ed o Nex Cloud de elopmen – ex e nal issues;
- Rushed o deploy las F iday;
- Technical es ic ions no communica ed o UI/UX.
A his momen o de elopmen , a UI/UX de elope was being in eg a ed in o he eam, and
he e was a lack o communica ion and misalignmen be ween he so wa e de elopmen
and he design. The eam also epo ed di icul y inding documen a ion o he Nex Cloud.
Rega ding he de elopmen p ocess, he g oup men ioned he issue o going o he Re iew
Mee ing wi hou all he asks inished on he de elopmen side being es ed by he P oduc
Team because he Tech Team had no deployed hem. The eam decided o imp o e he
p ocess by de e mining ha all asks done by Thu sday would be deployed, so he P oduc
Team could es hem be o e he Re iew Mee ing ha happens on F idays.
In he new ideas, he eam also sugges ed:
- Sha e he communica ion be ween he de elope s and he UI/UX designe s wi h he es
o he eam;
- E e yone on he Tech Team should a end he Kanban Mee ings.
This las opic was sugges ed a e a ew absences by he eam membe s, which made i di icul
o ha e a comple e o e iew o he Kanban Boa d.
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In he second imp o emen cycle, he ideas and enhancemen s es ed in he p e ious cycle
p o ed e ec i e, becoming pa o he p ocess and Kanban Sys em. Addi ionally, he
Re ospec i e has shown ha he eam has accep ed he Kanban Me hod and ha imp o emen
in he jus -implemen ed so wa e de elopmen p ocess has al eady been made. A ew mo e
ideas we e sugges ed o be implemen ed in he nex imp o emen cycle.
3. 3 d Cycle o imp o emen
The hi d imp o emen cycle s a ed a e he Re ospec i e Mee ing, implemen ing he
p oposed ac ions. F om ha momen on, i was decided ha i one o he de elope s was no
a ailable o pa icipa e in he Kanban Mee ing, he mee ing should ake place a ano he ime.
S ill, a he same ime, i was de ined as a p io i y o he eam o pa icipa e in he mee ing, as
i was no iced ha he pa icipa ion o he Teach Team was undamen al o making he Kanban
Me hod unc ion well.
The hi d Re ospec i e Mee ing happened on Ap il 25 h, 2022. The eam iden i ied he
ollowing opics in he “Well” column, as seen in Figu e 28.
- Adminly is aking shape;
- The Figma p o o ype is e y help ul o de elopmen ;
- G ea asks spli ing in Tech;
- Again, pull eques e iews ha e been e y nice o imp o ing code and ca ching
p oblems.
The in e es ing poin o see as a esul o his Re ospec i e Mee ing is he opic ega ding he
Figma p o o ype. In he las wo mee ings, he eam complained ha he lack o UI/UX design
o he lack o alignmen be ween design and de elopmen was comp omising he p ojec . This
week, a e he p o o ype was adjus ed, he eam could see he bene i s o he p ocess. This kind
o imp o emen in he p ocess could happen o could ha e been add essed wi hou he Kanban
Me hod, bu he cadences o he Kanban p omo e an agile esponse o he issues and cons an
p ocess imp o emen as p omo ed by Ande son and Ca michael (2016).
Ano he impo an opic was ha he eam men ioned he need o send a pull eques e iew on
Gi Hub in he i s e ospec i e. In his e ospec i e, hey poin ed ou ha he p ocess is
wo king and has been helping imp o e he code and ca ching p oblems.
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Figu e 28 - Thi d Cycle o Imp o emen – Re ospec i e Boa d
In he “No so Well” column, he eam said, as p esen ed in Figu e 28:
- I saw some layou in he sp in ha is no a ailable on he es ;
- No ha ing a s anda d ime o he mee ings;
- Maybe he ca ds should be spli be o e he de elopmen .
The h ee p esen ed poin s a e essen ial o be imp o ed wi h he Kanban. The i s one shows
ha he eam p esen ed a layou o he o ganiza ion be o e aligning wi h he P oduc Team. The
second is ega ding he Kanban Mee ing ha e e y week was changing he scheduled ime,
because o eam a ailabili y and o he mee ings, so i was de ined ha om ha momen on,
he mee ing would s a ha ing an es ablished ime o happen wice a week, on Wednesdays
and F idays. The hi d opic is o s a assigning asks be o e de eloping, so in he planning
mee ing, a ew ca ds began o be al eady assigned o he de elope esponsible.
In he new ideas, he ollowing poin was sugges ed:
- Wai o he usabili y es be o e wo king on de ails (So wa e De elopmen );
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- C ea e a s anda d ime o he mee ings (Kanban Mee ings);
- A bigge e iew in wo weeks o p io i ize he wo k and es ima e wha can be
deli e ed in he i s elease;
- A ag o he di e en componen s o Adminly (dashboa d, paymen s, clien s, co e,
bookings, VA – o i ual assis ance, e c.).
A his momen , i was de ined he c ea ion o ags o iden i y wha g oup o ea u es he ask
comes om, i i is: layou , clien s, dashboa d, bookings, paymen s, and so on, as shown in he
p o o ypes in chap e 3, o imp o e he isibili y o he Kanban Boa d.
Two ele an decisions we e made in his mee ing. Fi s was wai ing o he pla o m o be
es ed by a clien be o e de eloping de ails. The second one was o schedule an ex ensi e e iew
o p io i ize wha comes nex and es ima e wha would be deli e ed in he i s big elease. Fo
he objec i e es ablished a he beginning o he p ojec o ha ing a unc ional MVP o s a
es ing wi h he clien s, i is c ucial o be ca e ul no o de elop ea u es ha will no deli e
alue o he inal cus ome .
Du ing his mee ing, i was decided ha om his momen on, he Re ospec i e Mee ing would
happen mon hly, no biweekly anymo e. The eam decided ha because he Kanban Sys em is
al eady in eg a ed in o he eam ou ine, he p ocess wo ks well, and no signi ican
imp o emen s we e iden i ied. The communica ion is good be ween he P oduc and Tech
eams.
4. 4 h Cycle o Imp o emen
The ou h imp o emen cycle is he i s one, wi h a du a ion o one mon h. The p ocess s a ed,
as he p e ious one, wi h he implemen a ion o he sugges ed ideas. All he Kanban mee ings
we e scheduled o begin a a speci ic ime on Wednesdays and F idays om ha day un il
Augus 21s . I helped o imp o e consis ency and pa icipa ion in he mee ings.
The ags o signalize he co esponden g oup o ea u es in he sys em we e c ea ed. The ags
ha e been helping he P oduc Team isualize which ea u e he de elopmen is ocusing on
and he p io i ies. Figu e 28 shows all he ags used o suppo he isualiza ion o he wo k.
59
Figu e 29 - Tags o he Kanban Boa d
The ou h e ospec i e happened on June 3 d, 2022. In he “Well” poin s o his e ospec i e,
he eam poin ed ou , as shown in Figu e 30:
- Igo and Magnus ( wo membe s o he Tech Team esponsible o he so wa e
de elopmen ) a e – Ve y s ong eam;
- Imp o ed skills wi h Nex Cloud;
- Igo = king o de (so wa e de elopmen );
- P og ess e e y week;
- I belie e we will make i ;
- The wo k is lowing;
- Fo ks o he apps gi e us cus omiza ion.
The Tech Team signi ican ly imp o ed and deli e ed good wo k in his cycle, especially he
wo de elope s men ioned. The eam used he Re ospec i e Mee ing as an oppo uni y o
acknowledge hem.
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Again, one o he opics is ela ed o he ac ha i is possible o see he wo k lowing, and he
eam also men ioned ha hey belie e he p oduc will be deli e ed on ime.
Figu e 30 - Fou h Cycle o Imp o emen – Re ospec i e Boa d
In he “No so Well” he eam men ioned:
- Uns able esou ces on he ech eam;
- The iming o p e eleases has been e y loose;
- I is di icul o unde s and who he owne o some ech- ela ed asks is;
- Lack o communica ion and alignmen on p io i ies – landing page o Adminly;
- Lack o UI/UX cu en ly.
To add con ex o he poin s men ioned ela ed o he Tech Team, he posi ion o a PHP
p og amme men ioned in session 3.8 was ne e ul illed. This o e loaded he eam be ween
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- De –Done: Ca ds de eloped and app o ed by he Tech Team. E e y Thu sday, he
ca ds a e eleased in he es ing en i onmen , and he ea u e is a ailable o be es ed by
he P oduc Team;
- Tes ing–Use : In his column, he P oduc Team es s he ea u es. The e is no limi , as
all he app o ed asks a e mo ed o he “App o ed” column du ing he Re iew Mee ing.
- Deli e y: The ca d will mo e o he “Deli e y” column when deployed o p oduc ion,
which means i is a ailable o he inal clien . I only happened h ee imes in he six
mon hs o he p ojec , when he p ojec achie ed i s miles ones.
5.4 Kanban Me ics
The selec ed me ics o measu e he pe o mance o he Kanban we e he Lead Time,
Th oughpu , o Deli e y Ra e, and he WIP, o wo k in p og ess, based on Ande son and
Ca michael (2016).
The Deli e y Ra e o his p ojec was 152 ca ds deli e ed om Ma ch 8 h o Augus 16 h, as
p esen ed in Table 3 below. When he p ojec was deli e ed, i ep esen ed a ound 25 ca ds pe
mon h o wo k. The p ojec ook 23 weeks o inish, which means abou se en ca ds pe week.
The e we e weeks when he eam deli e ed mo e ca ds and o he s when pa o he eam was
on aca ion o una ailable because o o he demands, which educed he deli e y a e. S ill, on
a e age, he eam deli e ed se en ca ds pe week.
Table 3 - Me ics analysis and esul s
The Wo k Age I em was analyzed du ing he Kanban Mee ings when we could p io i ize he
ca ds ha we e aking longe o be inished on he Boa d. As he eam had mee ings Mondays,
Me ic
Analysis
Resul
WIP
Analyzed du ing he Kanban
Mee ing
Limi o 4 WIP was espec ed
du ing he p ojec
Deli e y Ra e
Numbe o ca ds pe pe iod.
-152 ea u es deli e ed du ing he
p ojec ;
- 25 ea u es/mon h;
- 7 ea u es/week.
Wo k Age I em
Analyzed du ing he Kanban
Mee ing o p io i ize he wo k
The me ic was used o p io i ize
he wo k.
Lead Time
Lead Time = “App o ed” da e –
“Ready o De –To Do” da e
Unable o calcula e due o a p oblem
on he Nex Cloud da abase
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Wednesdays, and F idays and discussed he blocke s, i was possible o isualize he ca ds ha
we e on he Boa d o mo e han usual and ask hem o inish hem i s and hen mo e o he
newe ca ds.
Mos o he ca ds we e mo ing as h ough he Boa d. They we e mo ed o he commi men
poin on Monday and we e deli e ed on F iday o he ollowing week. In he las wo mon hs
o wo k, mo e ca ds needed o be added o he “Ready o De –To Do” column in Wednesday’s
Kanban Mee ing.
One hing ha was possible o unde s and wi h he Kanban Boa d was ha i is c ucial o de ine
well when planning he ask wha is he de ini ion o done o he lis o equi emen s o he
ask o be conside ed inished. The wo k lows be e when big asks a e b oken in o mo e han
one ca d. I he ca d has oo many equi emen s, i will p obably be blocked a some poin . In
one case, he lis o equi emen s was oo long, and i was no app o ed by he P oduc Team
wice, and e e y ime i was e u ned, he lis was inc eased. This ca d ook 35 days o be
inished and a e hose wo hings s a ed o be analyzed: i s , when planning he ac i i y,
make su e ha i is no oo big o be deli e ed in a week o wo k; second, when a ca d is no
app o ed, and i needs o inc ease he lis o equi emen s o inish i , ano he ca d will be
c ea ed ins ead o inc easing he size o he ask.
The WIP was analyzed in e e y Kanban Mee ing. I was equi ed om he Tech eam needed
o espec he limi o WIP de ined a he beginning o he p ojec and i could be changed i i
was blocking he low o he wo k, a e analysis. The WIP limi wo ked well, and was exceeded
only h ee imes du ing he p ojec , wo in he “De –Doing” column and one in he “In Re iew”
column. Two o he h ee si ua ions ha happened a e he aca ion o one o he membe s o
he Tech Team we e apidly sol ed a e he Kanban Mee ing.
The Lead ime would be calcula ed by using he o mula:
Lead Time = “App o ed” da e – “Ready o De –To Do” da e
As i was men ioned in session 4.4, he ea u es would only be deli e ed o deployed o he
p oduc ion ins ance on h ee speci ic da es, as de ined in he oadmap. In his phase o
de elopmen , he pla o m was no accessed by he inal cus ome , and i has no impac on
hem. Fo he nex phase, i will p obably change.
A he end o he p ojec , he da a was o be ex ac ed om he Nex Cloud, by consul ing he
ac i i y unc ion, as shown in Figu e 33 below. Bu in he ecen ca ds, his da a was no
p esen ed in he ca d ac i i y. Only a ew ca ds had he mo emen be ween columns egis e ed.
69
The Tech Team in es iga ed o see i he da a could be ex ac ed om he Da a Base and hey
disco e ed ha none o he mo emen s be ween columns in his boa d we e egis e ed om
May, when one o he use s was emo ed om he eam. The Tech Leade men ioned ha he
Nex Cloud could p esen ins abili ies when i has a high amoun o da a being used
simul aneously. In he las ew mon hs, all he o ganiza ions' a eas inc eased he use o he Deck
app, which manages asks such as he Kanban Boa d.
Figu e 33 - Deck ac i i y unc ion
Mos o he concep s o he me ics we e analyzed du ing he Kanban Mee ings o make he
asks low be e . In his phase, he me ics did no impac he use o he Kanban Me hodology.
The lack o Lead Time may impac he es ima i e in he nex phase when he inal clien will
use he ea u es. Fo ha , i he eam eels his es ima e is necessa y, he Lead Time will be
calcula ed by a pa allel Excel sp eadshee o by implemen ing ano he pla o m o he Kanban.
As mos o he ca ds we e deli e ed wi hin a week, especially in he las wo mon hs o he
p ojec when he eam was al eady used o he Kanban Me hod and had imp o ed he Planning
Mee ings, his lack o in o ma ion may no impac he eam.
5.5 Time and Budge
The i s cus ome was on boa ded o he sys em on July 1s , 2022, a e he i s p oduc ion
elease. This i s use was on boa ded o add a cus ome iew and edi ec he pla o m
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de elopmen o hei ac ual use. A his poin , i is possible o conside ha he MVP was
unc ional, bu he in e ace was no acco ding o he p o o ype, and he ea u es we e s ill basic
o be sold o new clien s.
As p esen ed in he hi d chap e , he oadmap o he p ojec was om Feb ua y 21s o Augus
16 h, 2022. The de elopmen s a ed on Ma ch 8 h and inished in he second elease on Augus
28 h. Conside ing he ime o de elopmen , he p ojec was deli e ed on ime, bu i we conside
he da e o Augus 16 h, he p ojec was deli e ed wi h a delay o wo weeks.
Rega ding he budge , om he 400,000 eu os, he o ganiza ion s ill has 58,000 eu os le o
spend on he imp o emen s o he MVP. So, he de elopmen o Admily cos a ound 342,000
eu os, 85.5% o he planned budge , as p esen ed in Table 4, ep esen ing a sa ing o 14.5% o
he o al budge .
Table 4 - Time and Budge Resul s
Me ic
Planned
Real
% Real/Planned
Time
6 mon hs
6 mon hs
100%
Budge
400,000 €
342,000 €
85.5%
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6. CONCLUSIONS AND FUTURE WORK
To conclude his mas e ’s hesis p ojec , his las chap e will be p esen ed i he p ojec
achie ed i s objec i es and i i answe ed he esea ch ques ion, wha we e he limi a ions o
de eloping he p ojec , and sugges ions o u u e wo k.
I is c ucial o conside he esea ch ques ion and he main objec i e o his hesis p ojec o
analyze i s ou come. The esea ch ques ion was: "Which agile me hodology can be e i he
p esen ed s a up en i onmen wi h a low budge o help deli e an MVP in six mon hs?".
Rega ding he objec i es, he main goal was o implemen an agile me hodology o gua an ee
ha he Minimum Viable P oduc o Adminly will be deli e ed on ime and wi hin budge by
he end o phase wo, s a ing in Feb ua y and ending in Augus 2022.
6.1 Conclusions
The p ojec s a ed wi h he li e a u e e iew as he i s s ep o decide which agile me hodology
would i be e in he esea ch con ex , being a s a up wi h limi ed esou ces and budge .
Ano he poin p esen ed was he eam and he con ex o he p ojec . I is a small eam, and he
p ojec is no so complex, as i would use an open-sou ce ool, he Nex Cloud, as he basis o
he Adminly pla o m.
The Kanban me hodology was implemen ed a e being decided wi h he eam, conside ing he
size o he eam, he size o he p ojec , he ime commi men o he eam membe s, and he
lexibili y ha he me hod o e s when compa ed wi h Sc um, he second op ion. I was c ucial
o he success o his p ojec o he in ol emen o he P oduc and Tech eams since he
me hodology selec ion and hei pa icipa ion in how o use i .
The e ospec i e mee ings we e shown o be undamen al o he imp o emen o he
me hodology, being also he eedback needed o he Ac ion Resea ch, as a way o inding ou
how o make he me hod i in he eam con ex and help he deli e y o he pla o m on ime
and budge . The main changes o he p oposed Kanban Sys em happened a e wo i s
e ospec i es.
The Kanban Me hod helped he imp o emen o he communica ion be ween he wo eams
in ol ed, and i was clea since he p ojec s a ed, as well as he isual aspec o i . The boa d
o ganiza ion made he asks low a a good pace, conside ing he ime we had o deli e he
p ojec .
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Communica ion and de elopmen also imp o ed be ween he membe s o he Tech Team. They
used pa o he Kanban Mee ings o iden i y how hey could help each o he inish he asks
and deli e a good quali y o wo k.
In he o ganiza ion, i was clea ha he Tech and P oduc Teams we e wo king in a mo e
s uc u ed and o ganized way and ha communica ion lowed be e be ween he wo eams.
Because o he synch onism o he wo eams, I was in i ed o p epa e a wo kshop o he es
o he o ganiza ion o help hem imp o e hei ask managemen on he Deck App wi h he
concep s o he Kanban Me hod. The Ope a ions Team s a ed using he Deck and ca ds mo e
o manage hei asks a e ha .
The Nex Cloud and Deck ha e p o en ha i does no need o ha e he mos obus pla o m o
use Kanban, c ea e boa ds based on p ocesses, and imp o e he pla o m. In a physical o ice,
i could be done on a physical whi eboa d. Rega ding he isual aspec o he Kanban Me hod,
he Deck wo ked well, suppo ing he low o asks h oughou he p ocess.
A gian bug comp omised he me ics on he Nex Cloud, which made he pla o m no egis e
he da es ha he ca ds mo ed h ough he boa d. A he same ime, he Deck wo ked well o
he boa d and isualiza ion, bu i p o ed no o be eliable o s o e he ca d da a. Because o
ha , in u u e wo ks, he sugges ion is a pa allel sp eadshee o calcula e he me ics. Bu , in
his speci ic p ojec , he lack o me ics did no impac he p ojec , as i was he ca ds we e
cons an ly analyzed du ing he mee ings, p ojec was no so complex, and he eam was small.
C ea ing small asks and b eaking big asks in o mo e han one ca d makes he asks low as e
on he boa d.
Rega ding he ime and budge , he p ojec was deli e ed unde budge , wi h an economy o
14.5%, and i had a du a ion o 6 mon hs o wo k, as planned. The e a e al eady cus ome s
es ing he pla o m, as i is al eady unc ional.
The low o communica ion c ea ed and he s uc u e o mee ings p o ided by he Kanban
Me hod helped he eams o deli e he Adminly pla o m on ime and budge . Wi h he Kanban
Sys em, we could cons an ly analyze and imp o e he p ocess and manage he changes, aligning
e e yone in ol ed in he p ojec .
The lexibili y o he Kanban Me hod i nicely wi h he eam, as a e each e ospec i e, we
could imp o e he p ocess o a end o he eam's needs. A e h ee e ospec i es, we had a
s uc u e ha was wo king well, and i was al eady pa o he eam's ou ine. A e ha , only
mino changes we e made o Kanban. The eam adap ed well and will con inue using he
me hodology o imp o e he pla o m in he nex de elopmen phase.
73
The main con ibu ion o his mas e hesis is o ha e p o ed ha he Kanban Me hod is
e ec i e o manage so wa e de elopmen p ojec s. Also, as we did no ind any li e a u e
ega ding he de elopmen o an MVP using he Kanban me hod, his wo k may con ibu e o
his a ea o knowledge and be use ul o o he esea che s and p ac i ione s doing simila
applica ions.
6.2 Limi a ions
The wo main limi a ions o his hesis p ojec a e ime and budge . Those wo limi a ions we e
he ones ha mos impac ed he p ojec . The o ganiza ion whe e he p ojec akes place,
Me aP o ide, had a budge o 400,000 €. This budge was calcula ed o las a ound six mon hs
o co e all he o ganiza ion’s cos s.
Ano he limi a ion was he di icul y o hi ing ano he de elope o he p ojec . Du ing he
whole phase o de elopmen , he posi ion was pos ed, and he eam jus ound a good candida e
o his ole in Augus . Due o budge limi a ions and he ype o echnology Me aP o ide uses,
i wasn' easy o ul ill his posi ion. When one o he de elope s needs o be absen o aca ions
o o he easons, i had a high impac on he deli e ies o he week.
As Nex Cloud was al eady implemen ed as a collabo a i e ool o wo k o he eams and he
o ganiza ion has as alues he use o open-sou ce and p o ec he da a p i acy, i limi ed he
selec ion o o he pla o ms ha a e mo e used o wo k in agile so wa e de elopmen , such as
Ji a and T ello. This limi a ion impac s he me ics o he Kanban, bu o he isualiza ion o
he Kanban Boa d and o conduc ing he mee ing, as i was no a e y complex p ojec and he
eam was small, i wo ked well.
6.3 Fu u e Wo k
Me aP o ide is a s a up ha has jus s a ed de eloping i s p oduc s and aims o impac
people’s li es. Implemen ing he Kanban is jus he s a o implemen ing high-quali y
p ocesses suppo ing he o ganiza ion’s g ow h and sus ainabili y. The Kanban me hod will
con inue o be used and con inuously imp o ed in so wa e de elopmen , and pa o i s
concep s is also being applied o he es o he o ganiza ion.
A sugges ion o u u e wo k is he implemen a ion o he Kanban Me hod o o he p ocesses
o he o ganiza ion, especially in p ocesses ela ed o he P oduc and Tech eams, as in he
de elopmen o u u e p oduc s.
74
Fo u u e esea ch, I sugges implemen ing new ways o measu ing he Lead Time and o s udy
he eal impac o his me ic o his p ojec , i he me ic would impac he deli e y ime o he
nex phases o p oduc de elopmen o no . A e he implemen a ion o Kanban o he o he
p ocesses o he o ganiza ion, he s udy could compa e i o he use o Kanban o so wa e
de elopmen .
The Kanban Me hod s a ed o be implemen ed in he P oduc Team o he Disco e y P ocess,
wi h a Kanban Boa d o he p ocess, acili a ing he isualiza ion o he low om idea ion o
he de ini ion o a equi emen o be de eloped o he pla o m. This p ocess needs o be
imp o ed, and he c ea ion o a sys em o mee ings and a channel o communica ion, such as
he one o so wa e de elopmen , needs o be c ea ed and implemen ed in his p ocess.
As he Nex Cloud pla o m was no eliable in he egis a ion o he da a ega ding he ca ds,
one sugges ion is he implemen a ion o comme cial so wa e, such as Ji a o T ello, o he
Kanban Boa d. As i is agains he o ganiza ion’s alues, ano he sugges ion is he pa allel
ollow-up o he me ics in an Excel sp eadshee . The sugges ion is i he o ganiza ion ge s a
mo e complex p ojec , as he lack o me ics did no impac his p ojec .
75
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Figu e 44 - Kanban P esen a ion - Me ics
Figu e 45 - Kanban P esen a ion - Adminly Roadmap