Distributed Scrum in Research Project Management

Marchesi, Michele; Mannaro, Katiuscia; Uras, Selene; Locci, Mario

doi:10.1007/978-3-540-73101-6_45

Cited by 20 publications

(18 citation statements)

References 1 publication

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“…This practice is one of the first places in the rank. The practice referring to the need of the project risk management profile's adaption to its risk exposure level was also classified as “almost perfect.” This result may indicate an agreement between the opinion from authors that define Scrum as a flexible and adaptable framework, making it possible to attend different needs and environments (Marchesi et al., ; Sutherland and Schwaber, ). The reuse of risk knowledge by the Development Teams was another practice classified as “almost perfect.” The respondents and the standard respondent believe that the reuse on Scrum is vital once the framework is empiric and its application evolves according to the team's experience.…”

Section: Discussion Of Resultssupporting

confidence: 70%

“…The practice referring to the need of the project risk management profile's adaption to its risk exposure level was also classified as "almost perfect." This result may indicate an agreement between the opinion from authors that define Scrum as a flexible and adaptable framework, making it possible to attend different needs and environments (Marchesi et al, 2007;Sutherland and Schwaber, 2011). The reuse of risk knowledge by the Development Teams was another practice classified as "almost perfect."…”

Section: Discussion Of Resultssupporting

confidence: 64%

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Risk management analysis in Scrum software projects

Tavares

Silva

Souza

2017

Int Trans Operational Res

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One of the reasons for the failure of software projects is the absence of risk management procedures or its improper application. The adoption of Scrum in software projects is increasing. However, such approach does not specify risk management activities. This paper presents the results of a survey conducted using a qualitative approach to analyze how risk management is carried out in Scrum software projects. Consequently, we present risk management practices that achieved greater and lesser agreement among respondents and the literature, respectively. We found that risk management must be applied continuously in a feedback loop. Furthermore, Scrum projects must not have a high formal planning level, even for high‐risk ones. The research verified that risk management in Scrum is performed differently from its application in traditional approaches. The framework has native resources, but classic processes of risk management would be incorporated and adapted.

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Section: Discussion Of Resultssupporting

confidence: 70%

Section: Discussion Of Resultssupporting

confidence: 64%

Risk management analysis in Scrum software projects

Tavares

Silva

Souza

2017

Int Trans Operational Res

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“…Finally, Ken Schwaber [6], [7] formalized the process for the worldwide software industry in the first published paper on Scrum at OOPSLA 1995. Scrum [8] is a simple agile framework, adaptabile also to contexts different from software development [9]. Scrum has three roles (Product Owner, Scrum Master, Team), three ceremonies (Sprint Planning, Sprint Review, and Daily Scrum Meeting), and three artifacts (Product Backlog, Sprint Backlog, and Burndown Chart).…”

Section: An Overview Of Waterfall Lean-kanban and Scrum Processesmentioning

confidence: 99%

Simulating Kanban and Scrum vs. Waterfall with System Dynamics

Cocco

Mannaro

Concas

et al. 2011

Lecture Notes in Business Information Processing

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Nowadays, Scrum is the most used Agile Methodology, while the Lean-Kanban approach is perhaps the fastest growing AM.\ud On the other hand, traditional, waterfall-like approaches are still very used in real-life software projects, due to the ease of up-front planning and budgeting, that however are seldom matched upon project completion.\ud In our opinion, more effort is needed to study and model the inner structure and behavior of these approaches,\ud highlighting positive and negative feedback loops that are strategic to understand their features, and to decide on their adoption.\ud In this paper we analyze the dynamic behavior of the adoption of Kanban and Scrum, versus a traditional software\ud development process such as the Waterfall approach.\ud We use a system dynamics model, based on the relationships between system variables, to assess the relative benefits of the studied approaches. The model is simulated using a commercial tool.\ud The proposed model visualizes the relationships among these software development processes, and can be used to study their relative advantages and disadvantages

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“…It is challenging for an organization to estimate development time because change request comes at any stage of the development. Michele Marchesi [9] implements Scrum model for distributed project. The most important factor in Scrum is the communication and regular feedback of the customer to the Scrum team.…”

Section: Related Workmentioning

confidence: 99%

Novel Hybrid Model: Integrating Scrum and XP

Mushtaq¹,

Qureshi²

2012

IJITCS

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Abstract-Scrum does not provide any direction about how to engineer a software product. The project team has to adopt suitable agile process model for the engineering of software. XP process model is mainly focused on engineering practices rather than management practices. The design of XP process makes it suitable for simple and small size projects and not appropriate for medium and large projects. A fine integration of management and engineering practices is desperately required to build quality product to make it valuable for customers. In this research a novel framework hybrid model is proposed to achieve this integration. The proposed hybrid model is actually an express version of Scrum model. It possesses features of engineering practices that are necessary to develop quality software as per customer requirements and company objectives. A case study is conducted to validate the proposal of hybrid model. The results of the case study reveal that proposed model is an improved version of XP and Scrum model.

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Distributed Scrum in Research Project Management

Cited by 20 publications

References 1 publication

Risk management analysis in Scrum software projects

Risk management analysis in Scrum software projects

Simulating Kanban and Scrum vs. Waterfall with System Dynamics

Novel Hybrid Model: Integrating Scrum and XP

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