The paper proposes a system of fuzzy-based project risk management created for the needs of small cultural institutions located in small, nonuniversity towns. Such institutions usually have no project management system and no expertise to apply a fuzzy approach by themselves. In the paper we propose a Scrum-based project management system, tailor-made for small cultural institutions, incorporating fuzzy risk modelling and fuzzy rules allowing to support the management of small cultural projects in an uncertain environment. We concentrate on the problem of Product Backlog element prioritization. The implementation possibilities of the system are initially validated in a library located in a small town, facing the problem of adapting to the pandemic reality. Examples of real-world cultural projects implemented by one of the co-authors and the library in question will be presented. Various prioritization criteria are proposed and examples of fuzzy rules for determining the current position of the Backlog elements given.
Implementation of Scrum Elements in a Cultural Institution Since March 2020, managers of cultural institutions have had to dynamically adapt their methodologies for teamwork, project management, and ongoing institutional tasks to the COVID-19 restrictions and guidelines handed down by public authorities. Following the initial downtime in the spring season and the reopening in June 2020, the Pod Atlantami Municipal Library in Wałbrzych took vigorous measures to adapt its cultural project management to the new conditions, drawing on the experience of the broadly understood business sector. These measures included the implementation of certain elements of Scrum as an agile framework for project management. The goal of the paper is to showcase the pilot implementation of Scrum elements in project management in the selected cultural institution. The analysis relied on structured questionnaires and open questions, visualisation meetings, and semi-structured interviews. Data analysis showed the applicability of backlog management, iterative planning, and iterative task execution to projects pursued by cultural institutions, along with potential for winning the employees’ approval. However, a properly executed implementation is necessary, in which regard this paper offers a set of recommendations arising from the analysis.
Cultural animation and education is one of the goals of cultural institutions. In practical terms, this goal is often implemented through projects, which are also a way to obtain additional financial resources. Hence, projects are part of the work of cultural institutions. Agility understood as flexibility in management, is, therefore, becoming a necessity in cultural institutions, and project risk management as an important part of the management process. This resulted to the proposal to apply the Scrum approach to risk management in projects implemented by cultural institutions. Empiricism, adaptation, and iteration are inherent in Scrum. In this respect, they correspond to both the mission of cultural institutions and the need to adapt activities to the changeability of the environment. Pilot research carried out in three cultural projects indicates that the proposed model of risk management using the Scrum approach allows to manage project risk thanks to systemised work of the project team, transparency of activities, and adaptation of the project to the variability of the environment in subsequent iterations resulting from the Scrum approach. This article presents the results of the research and their implications for project management in cultural institutions.
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