Agile Project Management with SCRUM - Revision history

Tkokotas at 17:06, 16 November 2018

2018-11-16T17:06:48Z

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			''Developed by Lorenz Sieferle''


	First agile project management (APM) methodologies were created and implemented in the early 1990s, especially for IT projects, mainly because of the fast-changing project environment. In the manifesto of agile software development, the following key values for APM are defined: " Individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, responding to change over following a plan"<ref>Manifesto for Agile Software Development, ''Agilemanifesto.org '', (Accessed on 6th of February), </ref>.		First agile project management (APM) methodologies were created and implemented in the early 1990s, especially for IT projects, mainly because of the fast-changing project environment. In the manifesto of agile software development, the following key values for APM are defined: " Individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, responding to change over following a plan"<ref>Manifesto for Agile Software Development, ''Agilemanifesto.org '', (Accessed on 6th of February), </ref>.

S172691: /* Limitations */

2018-02-26T14:08:51Z

Limitations

← Older revision		Revision as of 14:08, 26 February 2018
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	First of all, the APM scrum methodology presuppose a high degree of dedication and engagement of the project team as all project members and stakeholders have to put in an extraordinary effort throughout the whole development process. Depending on the type of project the team members record a huge amount of overtime. In fact, the success of a project working with APM scrum is highly dependent on the cohesiveness of the team and their commitment to the scrum practice.		First of all, the APM scrum methodology presuppose a high degree of dedication and engagement of the project team as all project members and stakeholders have to put in an extraordinary effort throughout the whole development process. Depending on the type of project the team members record a huge amount of overtime. In fact, the success of a project working with APM scrum is highly dependent on the cohesiveness of the team and their commitment to the scrum practice.
	Another limitation is the huge coordination effort which is required for growing teams. In general, ~~within APM scrum~~ small teams are preferred to stay dynamic and agile. Similar to the problems with growing teams, APM scrum is difficult to apply for larger projects for example in the aerospace industry <ref name="schwaber"/>.		Another limitation is the huge coordination effort which is required for growing teams. In general, small teams are preferred to stay dynamic and agile. Similar to the problems with growing teams, APM scrum is difficult to apply for larger projects for example in the aerospace industry <ref name="schwaber"/>.
	Furthermore, estimations in terms of time and costs of the projects difficult due to dynamic approach and changes on a continuous basis.		Furthermore, estimations in terms of time and costs of the projects difficult due to dynamic approach and changes on a continuous basis.
	Moreover, the success of APM using scrum highly depends on the structure of the organization who uses it. For organizations with a more traditional structure with strong hierarchies, the APM scrum idea of self-organizing team is difficult or rather not applicable.		Moreover, the success of APM using scrum highly depends on the structure of the organization who uses it. For organizations with a more traditional structure with strong hierarchies, the APM scrum idea of self-organizing team is difficult or rather not applicable.
	In addition, since the development process of the product with the APM scrum approach is very dynamic, it might happen that the customer or other project management stakeholders will keep demanding for new functionalities and it is therefore difficult to provide detailed cost estimations as well as to find an end of the project.		In addition, since the development process of the product with the APM scrum approach is very dynamic, it might happen that the customer or other project management stakeholders will keep demanding for new functionalities and it is therefore difficult to provide detailed cost estimations as well as to find an end of the project.
	Lastly, If the market conditions and project characteristics are anchored and predictable it is not necessary to use the APM scrum approach as there is no necessity for an agile approach.		Lastly, if the market conditions and project characteristics are anchored and predictable it is not necessary to use the APM scrum approach as there is no necessity for an agile approach.

	== Annotated bibliography ==		== Annotated bibliography ==

S172691: /* SCRUM Meetings */

2018-02-26T14:00:16Z

SCRUM Meetings

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	During the product planning meeting the vision including product features and requirements are defined as well as prioritized according to their importance towards customer. All requirements, features and functionalities are included in the product backlog, which is formulated within this meeting.		During the product planning meeting the vision including product features and requirements are defined as well as prioritized according to their importance towards customer. All requirements, features and functionalities are included in the product backlog, which is formulated within this meeting.
	The sprint planning meeting takes place before each new sprint for preparation purposes and defines sprint backlog. The sprint backlog has to be updated on a regular basis as there might occur changes during the sprint phase. In order to define the sprint backlog, the product backlog is reviewed, the sprint goal defined and a commitment of the team to the defined sprint is taking place <ref name="Sliger">Sliger, M., ''Agile project management with Scrum'', (Paper presented at PMI Global Congress 2011 - North America, Dallas, Project Management Institute, 2011), </ref>. Normally, the product owner and scrum master and the team participate in the sprint planning meeting. Furthermore, it is important that the product owner has prepared the product backlog prior to this meeting.		The sprint planning meeting takes place before each new sprint for preparation purposes and defines sprint backlog. The sprint backlog has to be updated on a regular basis as there might occur changes during the sprint phase. In order to define the sprint backlog, the product backlog is reviewed, the sprint goal defined and a commitment of the team to the defined sprint is taking place <ref name="Sliger">Sliger, M., ''Agile project management with Scrum'', (Paper presented at PMI Global Congress 2011 - North America, Dallas, Project Management Institute, 2011), </ref>. Normally, the product owner and scrum master and the team participate in the sprint planning meeting. Furthermore, it is important that the product owner has prepared the product backlog prior to this meeting.
	For the daily Scrum meeting the whole scrum team meets every day for approximately 15 minutes (fixed time). Within the meeting each team member has to answer the following three questions to share information and inform the team on the current status		For the daily Scrum meeting the whole scrum team meets every day for approximately 15 minutes (fixed time). Within the meeting each team member has to answer the following three questions to share information and inform the team on the current status:

	*What am I going to do today?		*What am I going to do today?

S172691: /* SCRUM Meetings */

2018-02-26T13:59:54Z

SCRUM Meetings

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	For the daily Scrum meeting the whole scrum team meets every day for approximately 15 minutes (fixed time). Within the meeting each team member has to answer the following three questions to share information and inform the team on the current status		For the daily Scrum meeting the whole scrum team meets every day for approximately 15 minutes (fixed time). Within the meeting each team member has to answer the following three questions to share information and inform the team on the current status

	- What am I going to do today?		*What am I going to do today?
	- What did I do yesterday?		*What did I do yesterday?
	- Are there any obstacles or problems to clarify?		*Are there any obstacles or problems to clarify?

	If possible, the product owner should attend the meeting to understand the progress being made and answer questions to prevent problems and obstacles, and to clarify them accordingly <ref name="pichler"/>.		If possible, the product owner should attend the meeting to understand the progress being made and answer questions to prevent problems and obstacles, and to clarify them accordingly <ref name="pichler"/>.

S172691: /* SCRUM Meetings */

2018-02-26T13:58:55Z

SCRUM Meetings

← Older revision		Revision as of 13:58, 26 February 2018
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	During the product planning meeting the vision including product features and requirements are defined as well as prioritized according to their importance towards customer. All requirements, features and functionalities are included in the product backlog, which is formulated within this meeting.		During the product planning meeting the vision including product features and requirements are defined as well as prioritized according to their importance towards customer. All requirements, features and functionalities are included in the product backlog, which is formulated within this meeting.
	The sprint planning meeting takes place before each new sprint for preparation purposes and defines sprint backlog. The sprint backlog has to be updated on a regular basis as there might occur changes during the sprint phase. In order to define the sprint backlog, the product backlog is reviewed, the sprint goal defined and a commitment of the team to the defined sprint is taking place <ref name="Sliger">Sliger, M., ''Agile project management with Scrum'', (Paper presented at PMI Global Congress 2011 - North America, Dallas, Project Management Institute, 2011), </ref>. Normally, the product owner and scrum master and the team participate in the sprint planning meeting. Furthermore, it is important that the product owner has prepared the product backlog prior to this meeting.		The sprint planning meeting takes place before each new sprint for preparation purposes and defines sprint backlog. The sprint backlog has to be updated on a regular basis as there might occur changes during the sprint phase. In order to define the sprint backlog, the product backlog is reviewed, the sprint goal defined and a commitment of the team to the defined sprint is taking place <ref name="Sliger">Sliger, M., ''Agile project management with Scrum'', (Paper presented at PMI Global Congress 2011 - North America, Dallas, Project Management Institute, 2011), </ref>. Normally, the product owner and scrum master and the team participate in the sprint planning meeting. Furthermore, it is important that the product owner has prepared the product backlog prior to this meeting.
	For the daily Scrum meeting the whole scrum team meets every day for approximately 15 minutes (fixed time). Within the meeting each team member has to answer the following three questions to share information and inform the team on the current status		For the daily Scrum meeting the whole scrum team meets every day for approximately 15 minutes (fixed time). Within the meeting each team member has to answer the following three questions to share information and inform the team on the current status

	- What am I going to do today?		- What am I going to do today?
	- What did I do yesterday?		- What did I do yesterday?

S172691 at 13:57, 26 February 2018

2018-02-26T13:57:30Z

← Older revision		Revision as of 13:57, 26 February 2018
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	First agile project management (APM) methodologies were created and implemented in the early 1990s, especially for IT projects, mainly because of the fast-changing project environment. In the manifesto of agile software development, the following key values for APM are defined: " Individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, responding to change over following a plan"<ref>Manifesto for Agile Software Development, ''Agilemanifesto.org '', (Accessed on 6th of February), </ref>.		First agile project management (APM) methodologies were created and implemented in the early 1990s, especially for IT projects, mainly because of the fast-changing project environment. In the manifesto of agile software development, the following key values for APM are defined: " Individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, responding to change over following a plan"<ref>Manifesto for Agile Software Development, ''Agilemanifesto.org '', (Accessed on 6th of February), </ref>.

	The overall goal is to reduce complexity in the development of projects, to support a quick implementation in an inexpensive and high-quality way according to the customer needs. Furthermore, a key characteristic of APM is the high level of responsiveness to changes as well as continuous stakeholder involvements over the whole project duration <ref name="guide">Project Management Institute, ''A Guide to Project Management Body of Knowledge'', (Project Management Institute, 2013), </ref>. The ~~SCRUM~~ agile project management approach is the dominant methodology used in the practical context and was introduced by Nonaka and Takeuchi in their "New Product Development Game" <ref name="Takuchi">Takuchi, H. & Nonaka I., ''The New Product Development game'', (Harvard Business Review, 1986), </ref>. It is designed to guide teams in the iterative and incremental delivery of a product. In the following article the overall ~~SCRUM~~ process is described with its roles, meetings and application. In addition, a comparison between the traditional "old-school" project management approach and APM ~~Scrum~~ is executed and the benefits as well as limitations of the ~~SCRUM~~ methodology are discovered and critically analyzed.		The overall goal is to reduce complexity in the development of projects, to support a quick implementation in an inexpensive and high-quality way according to the customer needs. Furthermore, a key characteristic of APM is the high level of responsiveness to changes as well as continuous stakeholder involvements over the whole project duration <ref name="guide">Project Management Institute, ''A Guide to Project Management Body of Knowledge'', (Project Management Institute, 2013), </ref>. The scrum agile project management approach is the dominant methodology used in the practical context and was introduced by Nonaka and Takeuchi in their "New Product Development Game" <ref name="Takuchi">Takuchi, H. & Nonaka I., ''The New Product Development game'', (Harvard Business Review, 1986), </ref>. It is designed to guide teams in the iterative and incremental delivery of a product. In the following article the overall scrum process is described with its roles, meetings and application. In addition, a comparison between the traditional "old-school" project management approach and APM scrum is executed and the benefits as well as limitations of the scrum methodology are discovered and critically analyzed.

S172691: /* Limitations */

2018-02-26T13:56:20Z

Limitations

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	== Limitations ==		== Limitations ==

	First of all, the APM ~~Scrum~~ methodology presuppose a high degree of dedication and engagement of the project team as all project members and stakeholders have to put in an extraordinary effort throughout the whole development process. Depending on the type of project the team members record a huge amount of overtime. In fact, the success of a project working with APM ~~Scrum~~ is highly dependent on the cohesiveness of the team and their commitment to the ~~Scrum~~ practice.		First of all, the APM scrum methodology presuppose a high degree of dedication and engagement of the project team as all project members and stakeholders have to put in an extraordinary effort throughout the whole development process. Depending on the type of project the team members record a huge amount of overtime. In fact, the success of a project working with APM scrum is highly dependent on the cohesiveness of the team and their commitment to the scrum practice.
	Another limitation is the huge coordination effort which is required for growing teams. In general, within APM ~~Scrum~~ small teams are preferred to stay dynamic and agile. Similar to the problems with growing teams, APM ~~Scrum~~ is difficult to apply for larger projects for example in the aerospace industry <ref name="schwaber"/>.		Another limitation is the huge coordination effort which is required for growing teams. In general, within APM scrum small teams are preferred to stay dynamic and agile. Similar to the problems with growing teams, APM scrum is difficult to apply for larger projects for example in the aerospace industry <ref name="schwaber"/>.
	Furthermore, estimations in terms of time and costs of the projects difficult due to dynamic approach and changes on a continuous basis.		Furthermore, estimations in terms of time and costs of the projects difficult due to dynamic approach and changes on a continuous basis.
	Moreover, the success of APM using ~~Scrum~~ highly depends on the structure of the organization who uses it. For organizations with a more traditional structure with strong hierarchies, the APM ~~Scrum~~ idea of self-organizing team is difficult or rather not applicable.		Moreover, the success of APM using scrum highly depends on the structure of the organization who uses it. For organizations with a more traditional structure with strong hierarchies, the APM scrum idea of self-organizing team is difficult or rather not applicable.
	In addition, since the development process of the product with the APM ~~Scrum~~ approach is very dynamic, it might happen that the customer or other project management stakeholders will keep demanding for new functionalities and it is therefore difficult to provide detailed cost estimations as well as to find an end of the project.		In addition, since the development process of the product with the APM scrum approach is very dynamic, it might happen that the customer or other project management stakeholders will keep demanding for new functionalities and it is therefore difficult to provide detailed cost estimations as well as to find an end of the project.
	Lastly, If the market conditions and project characteristics are anchored and predictable it is not necessary to use the APM ~~Scrum~~ approach as there is no necessity for an agile approach.		Lastly, If the market conditions and project characteristics are anchored and predictable it is not necessary to use the APM scrum approach as there is no necessity for an agile approach.

	== Annotated bibliography ==		== Annotated bibliography ==

S172691: /* Benefits */

2018-02-26T13:54:32Z

Benefits

S172691: /* Benefits */

2018-02-26T13:52:40Z

Benefits

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	*'''Detailed project plans:''' Learning is part of the APM Scrum method especially within the sprint review meeting. An iterative process management could be implemented easily which eliminates waste of time and therefore increases efficiency and effectiveness.		*'''Detailed project plans:''' Learning is part of the APM Scrum method especially within the sprint review meeting. An iterative process management could be implemented easily which eliminates waste of time and therefore increases efficiency and effectiveness.

	*'''~~Responsibility is split among~~ the team:''' APM Scrum gives the team purpose, split ownerships and common goals <ref name="frobes">Forbes Magazine., ''https://www.forbes.com/sites/forbestechcouncil/2016/05/09/the-benefits-of-using-agile-software-development/2/#32ded1d664c6'', (Accesses on 12th of February 2018), </ref> .		*'''Gives the team purpose:''' APM Scrum gives the team purpose, split ownerships and common goals <ref name="frobes">Forbes Magazine., ''https://www.forbes.com/sites/forbestechcouncil/2016/05/09/the-benefits-of-using-agile-software-development/2/#32ded1d664c6'', (Accesses on 12th of February 2018), </ref> .

	In addition, due to the continuous meetings, especially the daily scrum, information on status and progress of projects are better accessible for all team members. Therefore, disagreements, obstacles and problems within the team are directly brought to the surface which consequently leads to a better team climate and working environment. In general, using the APM scrum approach leads to higher productivity and lower costs as well an improved employee engagement and job satisfaction <ref name="Cohn"/>.		In addition, due to the continuous meetings, especially the daily scrum, information on status and progress of projects are better accessible for all team members. Therefore, disagreements, obstacles and problems within the team are directly brought to the surface which consequently leads to a better team climate and working environment. In general, using the APM scrum approach leads to higher productivity and lower costs as well an improved employee engagement and job satisfaction <ref name="Cohn"/>.

S172691: /* Comparison between 'old-school' and agile scrum project management */

2018-02-26T13:49:10Z

Comparison between 'old-school' and agile scrum project management

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	== Benefits ==		== Benefits ==

	The APM using ~~Scrum~~ approach enables companies to manage complex projects, program and portfolios, where the scope, requirements and product specifications might change during the development process.		The APM using scrum approach enables companies to manage complex projects, program and portfolios, where the scope, requirements and product specifications might change during the development process.
	The famous economy magazine Forbes states in their article nine main advantages of using the APM with ~~Scrum~~ approach for managing projects:		The famous economy magazine Forbes states in their article nine main advantages of using the APM with scrum approach for managing projects:

	*'''Faster feedback cycle:''' Due to the breakdown to sprints approach there is a fast feedback cycle of the customer as a review meeting after each sprint is taking place. This leads to an improvement of the overall team performance and makes the work more comfortable.		*'''Faster feedback cycle:''' Due to the breakdown to sprints approach there is a fast feedback cycle of the customer as a review meeting after each sprint is taking place. This leads to an improvement of the overall team performance and makes the work more comfortable.

	*'''React to changes instantly:''' Many projects especially in software development are permanently facing changes. The APM ~~Scrum~~ methodology helps to adapt this changes rapidly and let them not disrupt the overall project.		*'''React to changes instantly:''' Many projects especially in software development are permanently facing changes. The APM scrum methodology helps to adapt this changes rapidly and let them not disrupt the overall project.

	*'''Recognize problems in an early stage:''' Through to the daily scrum meetings, problems and obstacles are recognized in an early stage and could be clarified directly.		*'''Recognize problems in an early stage:''' Through to the daily scrum meetings, problems and obstacles are recognized in an early stage and could be clarified directly.

	*'''Flexible Prioritization:''' The APM ~~Scrum~~ method is very flexible in prioritizing features desired by the customer.		*'''Flexible Prioritization:''' The APM scrum method is very flexible in prioritizing features desired by the customer.

	*'''High customer satisfaction:''' Due the close interaction with the customer at least at the end of the sprint the product is directly matching the customer's needs.		*'''High customer satisfaction:''' Due the close interaction with the customer at least at the end of the sprint the product is directly matching the customer's needs.
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	*'''Easy commitment and accountability measurement:''' Due the intermediate seal in sprints the level of commitment and accountability is easily measurable.		*'''Easy commitment and accountability measurement:''' Due the intermediate seal in sprints the level of commitment and accountability is easily measurable.

	*'''Detailed project plans:''' Learning is part of the APM ~~Scrum~~ method especially within the sprint review meeting. An iterative process management could be implemented easily which eliminates waste of time and therefore increases efficiency and effectiveness.		*'''Detailed project plans:''' Learning is part of the APM scrum method especially within the sprint review meeting. An iterative process management could be implemented easily which eliminates waste of time and therefore increases efficiency and effectiveness.

	*'''Gives the team purpose:''' APM ~~Scrum~~ gives the team purpose, split ownerships and common goals <ref name="frobes">Forbes Magazine., ''https://www.forbes.com/sites/forbestechcouncil/2016/05/09/the-benefits-of-using-agile-software-development/2/#32ded1d664c6'', (Accesses on 12th of February 2018), </ref> .		*'''Gives the team purpose:''' APM scrum gives the team purpose, split ownerships and common goals <ref name="frobes">Forbes Magazine., ''https://www.forbes.com/sites/forbestechcouncil/2016/05/09/the-benefits-of-using-agile-software-development/2/#32ded1d664c6'', (Accesses on 12th of February 2018), </ref> .

	In addition, due to the continuous meetings, especially the daily scrum, information on status and progress of projects are better accessible for all team members. Therefore, disagreements, obstacles and problems within the team are directly brought to the surface which consequently leads to a better team climate and working environment. In general, using the APM scrum approach leads to higher productivity and lower costs as well an improved employee engagement and job satisfaction <ref name="Cohn"/>.		In addition, due to the continuous meetings, especially the daily scrum, information on status and progress of projects are better accessible for all team members. Therefore, disagreements, obstacles and problems within the team are directly brought to the surface which consequently leads to a better team climate and working environment. In general, using the APM scrum approach leads to higher productivity and lower costs as well an improved employee engagement and job satisfaction <ref name="Cohn"/>.

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	== Comparison between 'old-school' and agile scrum project management ==		== Comparison between 'old-school' and agile scrum project management ==

	There are several key differences between the traditional 'old-school' project management approach and the modern APM using ~~SCRUM~~. The main differences are stated in table 1 below.		There are several key differences between the traditional 'old-school' project management approach and the modern APM using scrum. The main differences are stated in table 1 below.

	{\| class="wikitable"		{\| class="wikitable"
	\|+Comparison 'old-school' project management approach and APM using ~~Scrum~~ <ref name="pichler"/>		\|+Comparison 'old-school' project management approach and APM using scrum <ref name="pichler"/>
	\|-		\|-
	\|'''old-school' project management approach'''		\|'''old-school' project management approach'''
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	\|-		\|-
	\|Product manager are detached from the rest of the project development team		\|Product manager are detached from the rest of the project development team
	\|The product owner is part of the whole ~~Scrum~~ team		\|The product owner is part of the whole scrum team
	\|-		\|-
	\|The product is pre-defined very early and are not changed during the process		\|The product is pre-defined very early and are not changed during the process
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	First of all, within the traditional project management several different roles are involved in the process of bringing a product to life e.g. product marketer, product manager as well as project manager. In fact, the responsibility is split among different persons which reduces the flexibility of a great amount. In contrast, the APM ~~Scrum~~ methodology identifies one person, the product owner, who is in charge of the whole project. This leads to an easier implementation of changes.		First of all, within the traditional project management several different roles are involved in the process of bringing a product to life e.g. product marketer, product manager as well as project manager. In fact, the responsibility is split among different persons which reduces the flexibility of a great amount. In contrast, the APM scrum methodology identifies one person, the product owner, who is in charge of the whole project. This leads to an easier implementation of changes.
	In addition, within the old-school project management the product manager is not directly a part of the rest of the project development team but acts more in an isolated and detached manner. On the other hand, within the APM Scrum method the product owner works directly together with the ~~Scrum~~ master and is part of the ~~Scrum~~ team.		In addition, within the old-school project management the product manager is not directly a part of the rest of the project development team but acts more in an isolated and detached manner. On the other hand, within the APM Scrum method the product owner works directly together with the scrum master and is part of the scrum team.
	Besides, the product or project in traditional project management is pre-defined permanently in a very early stage and there is no room for changes during the upcoming development process. On the contrary, APM with Scrum is an agile and dynamic process where changes based on customer feedback can be easily implemented during all project stages.		Besides, the product or project in traditional project management is pre-defined permanently in a very early stage and there is no room for changes during the upcoming development process. On the contrary, APM with Scrum is an agile and dynamic process where changes based on customer feedback can be easily implemented during all project stages.
	Furthermore, the customer feedback in the traditional project management approach is received and taken in consideration after the product is developed and already launched. In fact, the customer feedback is not taken in account at all. However, within the APM ~~Scrum~~ methodology the project team receives customer feedback after each sprint, in an early stage and on a continuous basis <ref name="pichler"/>.		Furthermore, the customer feedback in the traditional project management approach is received and taken in consideration after the product is developed and already launched. In fact, the customer feedback is not taken in account at all. However, within the APM scrum methodology the project team receives customer feedback after each sprint, in an early stage and on a continuous basis <ref name="pichler"/>.

	== Benefits ==		== Benefits ==