DevOps, agile, scrum, waterfall: such development methodology buzzwords can be seen as dogma in certain approaches to projects.
But when Bet365's head of project delivery Kamal Kaaba led the firm's transition of its websites from Flash to HTML 5, he and his team began to see a real need to pick apart the specific offerings of established methodologies, and see what they could really bring to the task.
The job, which basically involved changing from Flash to HTML 5 before the outdated technology was declared a security risk in browsers like Google Chrome, basically meant having the desktop code base catch up to the technical level of the HTML 5-based mobile site.
Although an important point is this was not just a simple responsive conversion:
"Mobile customers look to bet very quickly while desktop users like to study for much longer," Kaaba told V3. These were two completely different site builds, so the desktop rewrite couldn't rely on much of the work done on mobile.
Scrum and sprint were the mooted development methods to undertake.
"As the project evolved, we actually found some of the development guys were pushing back, talking about the repeatability and how it was quite time-consuming," explained Kaaba.
"I'd actually use the word 'inefficient' for us, and [realised] that actually we could adopt a smarter approach and make it more targeted - so we'd do things out of need rather than just out of rote repeatability.
"Scrum didn't compliment the way we wanted to work. We're quite a lean organisation and we have a good idea of what we want to do with a project," he continued.
Kaaba said, like the company itself - which famously began in a Stoke-on-Trent portakabin and now turns over £646m a year - his team's approach to projects is "multimodal", and should be about keeping a clear objective in mind and maintaining a suitable approach.
"We look at a piece of work and look at the impulse we've got, the business objective, and we haven't got a one size fits all approach. We will decide through governance and decision-making what is the best way to approach that piece of work," said Kaaba.
Perhaps it was the team's existing attitude, or just the unsuitability of scrum for the task, but the cracks showed early.
"We got to a point with Scrum where its repeatability wasn't lean enough for us in the sense of how we structured it," said Kaaba.
"Every two weeks we had the scrum, and then we had a series of meetings and governance around it, and we actually found over time the value from those meetings and structures weren't giving the value we were expecting.
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