## 4 Findings  
The findings are scrutinized with regards to each question, where a strict partitioning is given to distinguish the three different areas of interest. Part I. Agile Adoption Rationale. Q1. What were the most important reasons for adopting Agile in the consortium? Having in mind the experience and knowledge with respect to the reasons for the adoption of Agile in software development, there is strong agreement between the respondents regarding three of its outcomes:  
* accelerate software delivery;
* improve business and IT alignment;
* reduce project risk. Moreover, they also agree that Agile adoption enhances:
* the ability to manage changing priorities;
* software quality;
* improve engineering discipline. However, there is no consensus on whether the agile-oriented organization (team) is able to better respond to volatile market conditions or enhance delivery predictability. Moreover, it seems that the respondents also disagree on the positive impact of agility on the team morale. Part II. Agile Methodology, Techniques and Practices Adoption. Q2. Which agile approach was adopted? Both respondents described the applied methodology as \"iterative,\" emphasizing the split of the development process into multiple explicit interactions, each assumed to deliver required features. Q3: Which of the following Agile techniques and practices were used? Both respondents declared that three agile techniques were used during the project, namely:  
* release planning;
* short iterations;
* sprint/iteration planning. Moreover, they both indicated the lack of using activities for determining which products or projects to work on, in which order, and for how long, termed agile portfolio planning. Second, in the case of estimation techniques, the usage of planning poker was not confirmed either for estimating user stories or tasks. Third, daily standups were not the practice adapted to discuss a project's progress at a high level. Fourthly, the respondents declared that it was found unnecessary to release increments frequently. Last but not least, Kanban, being a transparent and visual system for real-time communication of the workload capacity, was not implemented throughout the project. Q4. Which Agile planning and delivery tools did you use? From the set of 22 tools possible to select, the respondents agreed on three tools, including:  
* task board;
* automated build tool;
* unit test tool. On the other hand, consensus was also reached on neglecting the majority of the planning and delivering tools, including the product road-mapping, along with the family of management tools related to requirements, product, and portfolio, as well as the customer idea. Moreover, neither index cards nor timecards were used in the project. While the former are simply the tokens representing user stories, task breakdowns, backlog items or even reminders, and the latter are the method of recording and tracking the amount of an employee's time that is spent on each job. Second, no static analysis was performed along with story mapping to formulate new hardware features. In the case of work management, the Kanban board was not found useful. Considering the system evaluation from the perspective of the external user, no automation test tools were deployed in the project. Interestingly, other tools that are highly appreciated from the software vendor's perspective were not found suitable in the case of a hardware manufacturer. These are:* bug tracking;
* continuous integration tool;
* release/ deployment automation tool;
* wireframes. Ultimately, in the case of project and knowledge management, the agile project management and Wiki tools were only declared to be used by the project leader, whereas the refactoring tool was strictly used by the project partner. **Q5. Which agile planning tools did you use? ** While there were 21 tools to choose from, unexpectedly, each of the respondents indicated only one different tool: Atlassian Jira, in the case of the project leader, and Microsoft Excel, in the case of the project partner.