Challenges and Success Factors when using Lean Service Creation in Agile Software Projects

Abstract

Agile and Lean Software Development methods have become a very popular project management methods alongside the traditional waterfall model within the last ten years. The use of Lean and Agile methods makes it possible respond to changes market faster which is crucial for a successful software project in a rapidly changing world. Lean Service Creation (LSC) is a service design and development process that has developed around Lean Startup, Agile methods and Design thinking. The aim of the study was to find out how to ensure a smooth transition from Service Vision Sprint (SVS) to implementation in LSC projects. This thesis constructs from literature review and empirical research. The literature review reviews Agile methods in general and highlights the success factors of Agile Software Projects found through previous research. Literature review also introduces The LSC process. The results of the literature review formed the themes and the framework of the interviews. The interviews were attended by six employees of the case company who have been involved with SVS projects. The results of this thesis are very much in line with previous studies, but some differences were also found. Differences were found regarding the importance of the documentation. Key result of the research was the importance of shared understanding among team members. Other key findings included the clarity of the documentation of the SVS outcome, the importance of technical background work in the SVS, transferring the sense of ownership to the team, collaboration of designers and developer in the SVS, inspiring leadership style and actively involving the end user. This thesis was able to gather a list of key issues that could make the transition from the SVS to the implementation phase smoother.