Scrum project framework: exploring Agile project management in a non-ITC organisation

Scrum project framework: exploring Agile project management in a non-ITC organisation

This study used the Agile modality Scrum to investigate practitioners’ perceptions of the Scrum project framework and evaluated the frequency, mode and tools of communication in successful projects using the Scrum framework, whilst identifying any problems arising from the introduction of Scrum. A review of the literature highlighted the effectiveness of Scrum in studies that applied Agile project management in an IT environment. The literature identified that small cross-functional teams, frequent communication, quality communication, clear project goals and project transparency are effective for project management success. This research investigated five projects, as a case study, using Scrum as the project management framework, within small cross-functional teams in the non-ITC environment. This case study analysed the post-Scrum project team retrospective meetings to identify common themes in the participants feedback relating to the effectiveness of Scrum as a project management framework. Common themes identified were communication tools, project clarity, participant accountability and project momentum. These identified themes were used to create a survey artefact to investigate the legitimacy of the identified themes. The legitimacy of the retrospective common themes was confirmed by the survey responses through qualitative and supporting quantitative analysis, indicating Scrum as an effective project management framework outside the software development arena. Participant responses indicated the efficacy of daily communication frequency through the stand-up meetings, and project clarity and individual accountability through the use of Scrum board. Findings of the survey indicated the daily stand-up meeting was most effective communication mode and tool to facilitate interaction and exchange of information during the projects. The study identified a problem of perceived harassment, relating to the level of accountability/transparency of the Scrum process.