Paradigms changes in software development

An important challenges faced by today’s public and private institutions is to attend their macro needs in a timely manner through solutions of high quality software that fully satisfied their customers ‘demands.

In my experience of projects development and software quality development monitoring for the tax administration in my country, I have seen how an internal user dissatisfaction caused by a product with late delivery and low quality can affect the relationship with taxpayers or customers; they turn this into a saying that becomes common: systems do not work, do not respond to the needs, employees are inefficient, among others…

Facing this type of complaints, even if we place a 100% quality work team in order that everything goes well, the outcome is not satisfactory, and if it is, the added value is not delivered to increase the quality; as a result the work team is also joins the list of dissatisfied.

In statistics about projects using traditional methods of development, we find that 57% fail and only 14% are successful. However, using Agile Methodologies, we find that only 9% have failed and that 42% are successful; showing that projects with Agile Methodologies are three times more successful than projects using traditional methods.(1)

This has happened here, and in any tax administration, as a result of the optimization of processes and the constant changes of priorities. The question that arises is how quickly do we adapt to changes? There we need to turn the rudder around, it is not easy, but we need it. Thinking about this quote from Albert Einstein who said: “If you are looking for different results, do not do always the same”. As we continue doing things the same way, we always obtain the same result, falling into a vicious circle, where there is no merit and there is no creativity to implement new ways of doing things. A paradigm shift is needed, towards a tax administration that satisfies its internal and external clients through the quality of its products and services, and how to achieve this result.

In my experience, the change of paradigms in development of systems from a traditional methodology to an agile methodology using SCRUM(2) to follow the software development project has become the pillar of positive changes. It improves the quality of the products to deliver, as well as the relationships between internal users, taxpayers and the development team.

This has been done through the implementation of Agile principles where the starting point is to satisfy the needs of the client, through the delivery of valuable software, accepting changes even in the late stages of development, promoting self-organized teams focused on their continuous attention to technical excellence, promoting at all times the constant work and agility in improving the tasks execution.

The above mentioned seeks to maintain a software development projects management based on the following proposals of the Agile Manifesto:(3)

1. Individuals and interactions over processes and tools.
2. Software running over extensive documentation
3. Cooperation with the customer over contract negotiation
4. Response to change over following a plan

SCRUM suggests the paradigm shift through their values, which we can define as:

Focus
Allows each individual, according to their role in the project, to drive their attention to a task in order to solve it in a successful way and with excellence.

Courage
It allows each individual to perform the assigned task the best way, knowing the difficulties and resolving them, taking the challenge of continuously improving.

Opening
Each individual is open to change.

Commitment
Responsibility to meet assignments in due time and form with the required quality.

Respect
Each individual responds and respects the team, completing their tasks, listening to and supporting the team in follow-up meetings.

When the decision is taken to use SCRUM for the monitoring of software development projects and implement them, a truly satisfactory change is observed; we can see a Product Owner in charge of defining systems that do not have technical expertise sending understandable and clear instructions to the team that develops the solution, requesting a pile of products ranged by priorities according to the needs of the business (Product Backlog) and using a common language, proposed by the SCRUM methodology through their user stories which were defined in the project planning meeting (Sprint Planning); all this indicates a synergy which offers satisfactory results.

Another role to highlight is the Project Facilitator (Scrum Master) proactive in removing obstacles, daily monitoring the tasks and ensuring compliance with the process proposed by SCRUM, providing focus and commitment to all members of the team to achieve the goal, finding satisfaction in the fact that their work and the whole team is progressing or has completed the task successfully.

The goal by the project team is the delivery of functional products every two weeks, through a quick interaction between user and developer so that, together, they form a winning alliance. This type of follow-up and user friendly relationship improve the communication, response to change, obtaining functional products and with a degree of quality which is unusual in other development methodologies.

Implementing the Agile principles using a SCRUM methodology for software development, as well as a change in the work procedures, a change of attitude of the parties involved in the project, where all speak same language, result in improving communication, encourages teamwork since the tasks are shared fairly to achieve a common goal. A change and a significant improvement in the processes related to information technologies of the institution is the result.

The crucial point is the satisfaction of end users, who find products developed under the Agile Principles, which meet their needs.

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