Blended Scrum model for software development organizations

Abstract

Software organizations have to develop software in a short time, and quickly respond to changing requirements. Recently, organizations have started to implement agile development models to reduce cost and increase productivity and quality. Scrum, one of the most widely used agile methodologies, is often implemented in various ways that depart in an uncontrolled fashion from the original model, resulting in development methods often called “ScrumBut.” Some argue that such incomplete implementations violate Scrum's core practices and philosophy, while others propose that all methodologies should be adapted to organization's unique culture and integrated with their best practices. In this research, a Blended Scrum model was proposed to overcome uncontrolled ScrumBut issues while transitioning to Scrum. The study was organized as a case study in which software professionals working in Scrum teams were interviewed. In addition, a questionnaire was conducted with other software professionals to determine how agile methods, specifically Scrum, were used. The interviews and questionnaire revealed various Scrum practical implementations. The Blended Scrum model was developed by integrating original Scrum with practices that were determined by interviews and questionnaire conducted with software professionals with real‐world Scrum experience. Finally, the Blended Scrum model was evaluated by Scrum professionals and received positive feedback.

A grounded theory of selecting lean and agile practices for software development

“…Hence, to select the appropriate practices in solving the confronted problems, the LAPS model could be started by conducting the retrospective meeting, and this will be a repetitive meeting after the completion of each sprint (iteration). The literature supports this as retrospective meetings are generally held to identify problems and develop solutions for each sprint 42 …”

“…The literature supports this as retrospective meetings are generally held to identify problems and develop solutions for each sprint. 42…”

Exploring the Prevalence of Anti-patterns in the Application of Scrum in Software Development Organizations

“…• seven related to the sprint planning, namely: (5) stories are not refined in the product backlog, (6) no calculation of resources available for the upcoming sprint, (7) sprint goal is defined at the end of the planning meeting, (8) no break down of large stories, (9) no agenda used for the planning meeting, (10) stories are not estimated, and (11) stories not formulated completely;…”

“…Based on the interviews conducted with software professionals working in Scrum teams, Çetin and Durdu [10] aimed to explore how the Scrum was practically implemented, and in particular uncover what were the differences between these implementations and the original Scrum model. Their findings show that in some organizations daily Scrum meetings, sprint retrospectives, as well as the burndown charts, were not always implemented.…”

An Intelligent Recommender and Decision Support System (IRDSS) for Effective Management of Software Projects

“…They also suggested that more tools are required in the scrum context to complete the product owner"s requirements within allocated time and cost. Furthermore, Cetin et al [33] conducted a case study in two IT organizations in Turkey to determine the use of scrum model. After a case study, they also conducted a survey from different IT professionals to add a new role of project leader in the scrum model to handle the issues among senior management and the scrum team.…”