## 4 Findings
The list of the other not implemented tools can be found in Appendix A. **Part III. Agile Adoption Evaluation. **  
**Q6. Has the implementation of agile positively impacted each of the following areas within your company? ** Considering the 13 areas that were positively impacted by the implementation of agile practices and supported by the corresponding tools, there was no agreement between the respondents in any of these. Keeping in mind the question stated above, the first respondent identified three areas:  
* managing changing priorities;
* predictability;
* risk reduction;  
which were assessed as neutral (intact) by the second respondent. On the other hand, the second respondent declared five other areas, positively impacted by the agile implementation, namely:  
* delivery speed/time to market;
* engineering discipline;
* software quality;
* team morale;
* team productivity. However, both respondents had a neutral view on three areas, including: business/IT alignment, software maintainability, and visibility. **Q7. How has your organization measured the success of Agile delivery? ** Both respondents agreed on one thing only, which is that by managing the scope and schedules with an Agile-centric approach, their teams were able to deliver business value, measured by tangible and working product features, added in a fixed period of time. Moreover, the second respondent indicated that within his organization, another ten measures were successfully implemented: budget vs. actual cost, customer retention customer and user satisfaction, defects into production, defects over time, iteration burndown, planned vs. actual release dates, team morale, test pass/fail over time, and velocity. **Q8. What are the most significant barriers to adopting Agile practices in the consortium? ** There was one common barrier indicated when adopting agile practices which concerned the lack of business (customer, or product) understanding. Nevertheless, considering the other twelve barriers, in the case of the following four, namely:  
* fragmented tooling and project-related data/measurements;
* general organization resistance to change;
* pervasiveness of traditional development methods;
* unwilling to admit mistakes and learn from delivery failure;  
the answers were the opposite, while their total absence concerned the project leader, their presence affected the project partner. Moreover, the latter also reported another two barriers encountered during the adoption of Agile practices regarding inconsistent processes and practices across teams, and organizational culture at odds with agile values. **Q9. What are the benefits of adopting the release planning (TP10) technique? ** In total, eleven benefits were submitted under each respondent's independent evaluation, of which only the following three were found to be significant to a similar extent:  
* increased efficiency by highlighting the goals or deadline for release;
* making high-quality plans;
* increased visualization potential of release planning problems. With some doubt from the first respondent, and strong or moderate belief from the second, the other five benefits of using the release planning technique concerned:  
* eliminating waste in the Planning Process;
* setting clear expectations about the objectives and product features;
* helping team members stay on track and complete their tasks on time;
* increased flexibility and decreased development lead time;
* supporting the identification and mitigation of potential issues and risks. Ultimately, both respondents were not fully convinced of whether the release planning enabled the early identification of feature dependencies, and disagreed on the increased motivation of the developers, as well as on the mediation of multiple opinions. **Q10. What are the benefits of adopting the short iterations (TP12) technique? ** There was mutual agreement that the shorter the iteration, the less process overhead is needed to keep things on course.