Comparative Analysis of the SCRUM and PMI Methodologies in Their Application to Construction Project Management

López-González, M. A.; Serrano-Gomez, Luis; Miguel, V.; Muñoz-Hernández, José Ignacio; Sánchez-Núñez, M.

doi:10.1007/978-3-030-54410-2_2

Cited by 2 publications

(2 citation statements)

References 5 publications

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“…A cultural mismatch with Scrum values and a lack of capability from the top management to persuade team members of the validity of this methodology prevents the successful implementation of APM [42] [45]. The challenges associated with the transition from SGPM and waterfall to APM and Scrum continue to be reported in industrial cases [34][37] [41].…”

Section: Amentioning

confidence: 99%

How do Scrum Methodologies Influence the Team's Cultural Values? A Multiple Case Study on Agile Teams in Nonsoftware Industries

Patrucco

Canterino

Minelgaitė

2022

IEEE Trans. Eng. Manage.

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The cultural component of the project team is recognized as one of the most critical factors in the implementation of agile project management (APM), especially in non-software industries, where the diffusion of APM still involves several challenges. Particularly, the successful implementation of Scrum -the most diffused APM methodology -seems related to the project teams' sub-culture, which may differ from the overall organizational culture of the company. This study contributes to the APM literature in non-software contexts by studying the cultural values that develop inside agile teams and the Scrum principles and practices that are particularly relevant for fostering these values. Using interview data collected from seven manufacturing and service organizations, we use the Competing Value Framework as the theoretical model to understand the cultural profiles of their organizations, how they deploy into the project teams' sub-culture, and what, if any, connections exist with the adoption of Scrum principles and practices. We find that Clan and Market values are the dominant sub-cultures in agile teams. These cultural values are fostered at a strategic level by a subset of scrum values (i.e., courage, openness, respect) and pillars (i.e., transparency and adaptation). At an operational level, retrospective meetings and the definition of particular artifacts also contribute to developing these dominant cultural values. Managerial relevance statementFirst, the findings of the study inform managers about the type of leadership needed to manage agile teams successfully. With Clan and Market being the dominant sub-cultures in agile teams, an aggressive leadership style is not necessary to focus teams towards goal achievement, than stage-gate project management. A goal value is fostered through mentoring, facilitation, and coaching with the support of the Scrum Master.Second, we provide empirical evidence that open communication, trustworthiness, and transparency can be considered enablers for successful Scrum implementation. Organizations need to invest in tools and mechanisms to create such collaborative environments rather than in the design and implementation of rules, procedures, and control systems.Finally, we also identify and discuss several Scrum operational practices that non-software companies should use to support the diffusion of the APM philosophy in their organizations. These are particular artifacts such as the "one-to-one" formula for solving impediments; the "form-storm-norm-perform" for team definition; the "meet after" technique for conflict management; the "personality building" approach for team building; the "liberating structure" technique for conflict resolution; and "enlarged planning" for scope and milestone definitions.

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Section: Amentioning

confidence: 99%

How do Scrum Methodologies Influence the Team's Cultural Values? A Multiple Case Study on Agile Teams in Nonsoftware Industries

Patrucco

Canterino

Minelgaitė

2022

IEEE Trans. Eng. Manage.

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“…Despite the above‐mentioned advantages, GDAD has several problems, particularly in terms of communication. Communication challenges include any obstacle that decreases communication effectiveness and efficiency 3,6 such as different locations, cultures, languages, personal skills, and regulations 7–10 . Poor GDAD communication may result in poor GDAD performance such as longer time and more cost 11 .…”

Section: Introductionmentioning

confidence: 99%

Enterprise architecture contribution in distributed agile software development

Alzoubi,

Mishra

2023

Systems Engineering

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Geographically distributed agile development may experience a high failure rate due to communication issues, which has a negative influence on project performance. One suggested solution in the literature is to enhance both communication and project performance by implementing agile enterprise architecture. However, the empirical evidence that supports this claim is still scarce. To address this gap, this study empirically explores the role of agile enterprise architecture as an artifact in distributed agile development. The findings of an in‐depth qualitative case study from a dispersed agile development organization that involves teams distributed over three locations are used in this work. Over 2 months, data was gathered by interviewing 12 key members of the team and watching three Sprint sessions of agile software development. Text analysis qualitative approach was used to analyze the data. The findings imply that agile enterprise architecture has a positive effect on distributed agile software development communication, quality, and functionality. Agile enterprise architecture may also support on‐time completion, but a trade‐off with on‐budget may be necessary. These findings provide valuable insights, frameworks, and best practices that support organizations in achieving greater agility, collaboration, and success in their distributed software development initiatives. As this is one of the first studies to look at the influence of agile enterprise architecture on distributed agile software development communication and performance, further research is needed to confirm and expand on the conclusions of this study.

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Comparative Analysis of the SCRUM and PMI Methodologies in Their Application to Construction Project Management

Cited by 2 publications

References 5 publications

How do Scrum Methodologies Influence the Team's Cultural Values? A Multiple Case Study on Agile Teams in Nonsoftware Industries

How do Scrum Methodologies Influence the Team's Cultural Values? A Multiple Case Study on Agile Teams in Nonsoftware Industries

Enterprise architecture contribution in distributed agile software development

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