ISIT446 Project Report: Agile Technology Implementation at Spark Co

This report examines the implementation of agile technology at Spark Co in New Zealand. The project aimed to enhance the company's performance in a competitive digital market. The report outlines the project's stages, including envisioning, speculation, discovery, and adaptation, and the importance of defining project endpoints. It analyzes the challenges faced and the strategies employed to streamline administration and improve communication. The project's scope focuses on consumer needs and stakeholder involvement. The report also references the use of agile methodologies to improve service enhancement and organizational performance. The report is a response to an assignment brief to analyze a real-world project and is submitted by a student for assessment.

Running Head: AGILE TECHNOLGY 1
Agile technology Project In Spark Co.New Zeland
Name
Institutional Affiliation
Date

AGILE TECHNOLOGY 2
INTRODUCTION
Agile technology has pushed the companies to move from the old , document-based
interaction to a real time form of communication. The agile technology usually streamlines the
process of administration in any company and improves the company’s general performance.
In the year 2013 Telecom New Zealand (Spark) was facing several challenges in its
administration. The company therefore decided to introduce agile Technology to enhance
company’s performance and profits , the business was fighting for customers with big digital
firms such as Spotify and Netflix.
Project statement: With overgrowing challenges and consumer demands more and more
companies are looking for a better method to streamline its services and organization
performance. Companies opt out of the old management methods to new technological
approaches which helps in service enhancement( Fulgham, C., J. Johnson, M. Crandall, L.
Jackson and N. Burrows ,2011).The company needs to form a strong team of managers the
managerial team needs to form a strong dream for future, inspire individuals to take suitable
actions besides harmonize their actions. A real vision is conceivable, desirable, practicable,
attentive, flexible and transmittable, according to Kotter. Forming an real dream takes time can
also be a thought-provoking process, nonetheless the end results provides a perfect course for
future.
Step one: Envision
In this stage involves designing which helps to build a proper vision for agile project.
The project’s vision was mainly focused on the consumers themselves, and the individuals
involved in the agile project. In this step the members looked for stakeholders who were

PROJECT MAMANGEMENT 3
suppose to be involved and looked for a way to pool the resources. Lastly, the project team
envision "how" project team members cooperation’s. The team members who included Spark
employees and experts from abroad,they tried to established what the agile technology will bring
to the firm. The project are envisioned as well as prioritized.
Step two: Speculate
Speculation may be loosely translated to mean indicate irresponsible thinking which has a
lot of risks. Nevertheless, in this step, speculation, encourages collaboration and brainstorming
based on imaginative thinking which will allow group members to foresee, and explore options
of how the agile project needs to progress(Gandomani, T.J. and Nafchi, M.Z. ,2015)

PROJECT MAMANGEMENT 4
These philosophies are verified against the actuality of what's conceivable to attain as
well as unachievable. Here the group plans for t future while also giving enough suppleness to
change if needed. Its adaptive method of Agile likened to the traditional methods. Here, group
members were focusing on:
Procurement of the preliminary broad necessities for the agile
Defining the quantity of workload
Planning for delivery, that is release dates, resources, milestones, and iterations
Preparation for risk alleviation
Approximating product prices and finding additional financial as well as administrative
information.
Step three: Discover
The search phase emphasis on delivering project structures. The development group
works to offer functioning software based on the iteration needs as well as feedback. There are
three crucial stages:
Step one - managing the workload and using the proper technical practices
Step two - building a community which is self-organizing as well as collaborative and
which shares responsibility.
Step three – managing how group members interrelate with other people, such as
clienteles, product managers, investors, etc.
Step four : Adaption
The adaption stage focuses on modifications, changes and corrections in the agile
lifecycle. The adapt stage usually to analyze the outcomes for numerous viewpoints ranging

PROJECT MAMANGEMENT 5
from consumers to technical workforce. The adaption stage considers the developments needed,
which are incorporated into re-planning method for next iteration.
Stage five: END
All project need have start and ends date. Failing to define the task's endpoint can lead to
perception issues amongst the consumers. This interpretation offers the full Agile lifespan model
in the business. In any business there may be projects functioning concurrently, numerous
iterations being logged on various product lines, as well as a variety of consumers, both internal
and external, with various of business desires.
Training and implementation.
The change team will have to employee a team of experts whose main work will involve
overseeing the execution of the the plan. The team will stay with the company for a while, in
order to ensure that all the change processes are carried out smoothly.

PROJECT MAMANGEMENT 6
References
Boehm, B. (2002) “Get ready for agile methods, with care”. Computer, Volume:
35 (Issue 1),pp. 64-69. [3] Pollard, N. (2016) “Getting Started with Agile Software
Development”. BookRix, pp.32-33
Fulgham, C., J. Johnson, M. Crandall, L. Jackson and N. Burrows (2011) „The FBI
gets agile”. IT Prof., 13(5), pp. 57-59.
Gandomani, T.J. and Nafchi, M.Z. (2015) “An empirically-developed framework for
Agile transition and adoption: A Grounded Theory approach”, The Journal of Systems
and Software, Vol. 107, No. 9, pp. 204-219.
Gandomani, T.J. and Nafchi, M.Z. (2016).“Agile transition and adoption humanrelated
challenges and issues: A Grounded Theory approach”, Computers in Human