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

Abstract

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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