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SCRUM for the Enterprise

 

SCRUM for the Enterprise

Project management is increasingly becoming an area of interest for many organizations, not only to ensure the success of a project,  quality sustenance, and for competitive advantage. The technology is changing rapidly, forcing organizations all over the world to change their work environments to ensure smarter, faster, and better production (Colander & Gulliksen, 2014). To ensure this, quality is an important consideration, and hence all the organization’s projects have to be managed in the best possible manner, which is flexible, effective and adaptive to the changes in the macro factors. Effective and successful management of  Mamma Mia Organisation’s software development projects will competitively position the organization and enable it to face the challenges of today’s overcharging business trends effectively. This can perfectly be attained by using SCRUM methodology in the management of its projects. The purpose of this report is to offer a comprehensive description of the SCRUM and rationale for its use.

Summary of the proposal

Technology is fast-changing, with the business world becoming increasingly competitive. As a result, organizations are moving from the traditional way of doing things to modern ways that are effective, adaptable, and fast. SCRUM is one of the popular, effective Agile methodologies, and Mamma Mia organization will highly benefit from its implementation. The  SCRUM  involves developing the projects in phases by dividing them into small parts called sprints, results in a quality, adaptable, and effective system. It costs of such roles as the Product Owner, SCRUM team, and the SCRUM Master. The team is responsible for the creation of deliverables, Prioritizing Product Backlog, estimating and approving the User stories, among other functions, while the SCRUM Master acts as the facilitator of the team. The product owner acts as the representative of the system’s users and decides on the features and characteristics of the system.

Description of SCRUM

SCRUM  is one of the most popular Agile methodologies, among other Agile like the XP, Kanban, Crystal. It is a fast, interactive, and flexible project management methodology that helps in the value delivery quickly throughout the project. Through transparent communication mechanisms and continuous creative accountability. The SCRUM  framework is designed in a way that can comfortably support both product and service development in all types of industries and any type of industry; however complex it is (Boehm, 1986). It is an empirical process it provides means through which the teams can establish their hypothesis, which states how they think something works,  implement it by trying it out,   and through reflection on its performance, make adjustments that result in effectiveness and quality. The main strength of SCRUM lies in the use of self-empowered, cross-functional, and e self-organized teams who work into concentrated short work cycles, which are called Sprints (Colander & Gulliksen, 2014). Each of the sprints is designed to deliver a finished usable subcomponent of the final project, which can be tested, analyzed, and the feedback used to in the development of the next sprint, making the necessary changes.

The  SCRUM cycle starts with a stakeholder meeting, where the project vision is developed, followed by the development of Prioritized Product Backlog by the Product Owner, which lists all the project and business requirements written in User Stories. The starting point of each Sprint is the Sprint Planning meeting, where the high priority User Stories are identified for inclusion in the Sprint. In each  Sprint, the SCRUM  team holds short,  focused Daily Stand up meetings to discuss the daily progress (Valacich & George, 2017). Towards the end of the sprint, the SCRUM team holds the Sprint review meeting to demonstrate the deliverables to the Product Owner and relevant stakeholders. Depending on the defined acceptance criteria, the Product Owner can accept the deliverables, which calls for the Retrospect Sprint Meeting to discuss the ways of improving the process and performance as they move to the next Sprint.

SCRUM Roles

There are two broad categories of SCRUM roles; this includes the core roles and non-core roles. The core roles are the mandatory roles in producing a project’s product and the entire project, while the non -core roles are ones whose requirement is not mandatory in the development of the SCRUM project. This may include the team members who are interested in the project but have no formal roles on the project team. Generally, there are three core roles, which include the product owner, SCRUM master, and the SCRUM team.

SCRUM Master

The  SCRUM Master is the facilitator of the SCRUM, who ensures that the team is provided with a conducive environment for successfully completing the project. The Crum Master acts as the representative of the project team and is dedicated to ensuring a smooth and successful SCRUM process is achieved (Valacich & George, 2017). The SCRUM Master facilitates, teaches, and guides the SCRUM practices to the  SCRUM team.

SCRUM Team.

This is the group of individuals responsible for fr understanding the project requirements in accordance with the specifications of the Product Owner. The team is also responsible for estimating the User Stories and final creation of the project deliverables. The SCRUM  team consists of system analysts, programmers, testers,  system designers, among other experts.

Product Owner

This is the person who is responsible and representative of the system and decides on the features of the system or its characteristics.

The SCRUM Team

The  SCRUM team is responsible for the development of the system. The team is responsible for developing the inputs for the creation of a collaboration plan and team-building plan. It is also responsible for listing and prioritizing the product backlog (Boehm, 1986). The team is self-organizing and consists of three to nine members dedicated to carrying out all the tasks necessary for a valuable output of every  Sprint. Even though all the members may be referred to as developers, the team consists of only the members of the developers who play a role in the support and development of the system. The SCRUM  team is encouraged to interact with the stakeholders to understand the system well and get immediate feedback (Mollahoseini, Ardakani, Hashemi & Razzazi, 2018). The team also creates deliverables, identifies the risks of implementing the system and ways of mitigating them.

SCRUM procedures.

The SCRUM methodology costs of 5 phases,  which collectively have 19 processes.This include:

1.Initiation phases- This is the first phase and consists of the creation of the Project Vision,  identification of SCRUM Master and the stakeholders, formation of the SCRUM team, developing Epics, Creating prioritized Product Backlog, and product release planning (Mollahoseini et al., 2018).

  1. Planning and This phase includes Creating the User Stories, Approval, Sestimating and committing User Stories, Creating the tasks, estimating tasks, and creating the backlogs.
  2. Implementation- this involves creating deliverables, conducting daily standups, and grooming the prioritized product backlog. Conducting the standups includes updating the Burndown Chart, discussing any issues faced by the members, and coming up with solutions and motivating them (Chwaber, 1997). It also involves identifying the risks, if any, and submitting the Change Request where necessary.
  3. reviewing and retrospection- This step involves convening the SCRUM of SCRUMs, demonstrating and validating sprint and retrospection of sprint

5 Release- This is the last phase in the procedure and includes such processes and shipping deliverables and retrospecting the project.

Why SCRUM now?

SCRUM is an effective and beneficial methodology of project management and will, therefore, be beneficial to the Mamma Mia organization if used to manage all software development projects. Some of the benefits of Sprint include:

  1. Adaptability- with the SCRUM, the empirical process control, and the interactive process creates adaptability in the project, and hence open to changes. Because the environment is never static, the software will be responsive and accommodate the change with is a plus to the organization (Valacich & George, 2017.
  2. Transparency- SCRUM methodology is quite transparent. All the information radiators, such as the Sprint Burndown Chart and Scrum board, are shared, which creates an open working environment.
  3. Continuous feedback- By using the Sprint, the deliverables are improved from one sprint to the other through the use of the Groom Prioritised Product Backlog process and thus resulting in continuous improvement of the project.
  4. Fast delivery of high value- through Create Prioritised Product Backlog process, the high-value requirements of the customer are first satisfied.
  5. Team Motivation- the process motivates the team members through the Conduct Daily Stand Up process and the Retrospect Sprint process.
  6. It results in a customer-centric approach- by using the SCRUM, the software development projects will be managed through the customer-oriented framework.
  7. Innovative environment- through the Retrospect Sprint as well as the Retrospect Project process, learning, adaptable, and an environment of retrospection is created, which results in creativity (Boehm, 1986).

Conclusion

SCRUM  is an adaptive, flexible, and interactive  Agile methodology that results in effective project management, continuous improvement, and effective deliverables. The methodology involved splitting up the project into small pieces called sprints and working on each sprint, with reviews at the end of each sprint, which helps in improving the performance in the next sprint. Each Sprint has three components, which include the sprint plan, Daily Standup Meetings, and the review at the end to identify any necessary corrective action needed and the feedback. It consists of three roles that include the  Project Team, the Project Owner, and the SCRUM Master. By using Sprint in the management of its Software development projects, the entity will benefit from the associated benefits of the methodology, such as transparency, continuous feedback, and improvement, and high-value delivery.

 

 

 

 

 

 

 

References

Boehm, B. (1986). A spiral model of software development and enhancement. ACM SIGSOFT Software Engineering Notes, 11(4), 14-24.

Chwaber, K. (1997). SCRUM Development process. In D. J. Sutherland, Business Object Design and Implementation (pp. 117-134). London: Springer-Verlag.

Colander, Å., & Gulliksen, J. (2014). Informal feedback rather than performance measurements – user-centered evaluation in SCRUM projects. Behaviour & Information Technology, 33(11), 1118–1135. https://doi.org/10.1080/0144929X.2013.857430

Mollahoseini Ardakani, M. R., Hashemi, S. M., & Razzazi, M. (2018). Adapting the SCRUM methodology for establishing dynamic inter-organizational collaboration. Journal of Organizational Change Management, 31(4), 852–866. https://doi.org/10.1108/JOCM-07-2016-0135

Valacich, J. S., & George, J. F. (2017). Modern systems analysis and design (8th ed.). New York, NY: Pearson.

 

 

 

 

 

 

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