TEAM 14 – Mihir, Yue & Vaibhav

SCRUMCompare and contrast with traditional project

management methodology

Structure of the presentation

1. Summary of research papers used and why

2. What is Scrum?

3. Traditional Project management methodologies

4. Why is Scrum better?

5. Conclusion

6. References

Summary of research papers used

• The first paper emphasized the importance of feedback and change. Written by Laurie Williams and Alistair Cockburn, the core message of the paper was without incorporating feedback analysis into the management life cycle, we cannot expect to deliver high quality software.

• The second paper written by Barry Boehm, University of Southern California explored the various management challenges involved in implementing Agile processes. This helped us to see SCRUM from a managerial perspective.

Summary of research papers used

• The third paper by Pekka Abrahamsson from the technical research center in Finland gave new directions on Agile methods. It was a empirical quantitative analysis showing the PERSPECTIVE, RESULTS and IMPLICATIONS of SDLC, Project management, Abstract principles, universally predefined situation and empirical support for the above.

• The fourth paper by Rafael from Old Dominion University gave us insight into the strategic management of SCRUM projects. The three key components according to us was the importance of knowledge to perform planned tasks, resolve problems and crisis and continuously improve projects operations. This is missing in most projects.

Summary of research papers used

• The fifth paper explored the implementation of Agile in graduate courses. Specifically SCRUM. The results presented in this paper clearly showed the SCRUM projects had a better success rate compare to traditional projects in graduate courses.

• The sixth research paper Agile as a case study. Scrum is the best implementation of the Agile methodology for software project which have uncertainty with frequent releases which have to be accurate and correct. It gives the entire team a new view of their responsibilities which can be cross functional which forces them to think innovatively. The scrum master and the product owner will only come up with achievable and realistic project plans. Ultimately, it results in tangible results and working software.

What is SCRUM?

• It is an agile lightweight process using the iterative and incremental approach. It has a flat object-oriented management system and timely interactive feedback. The core benefit of Scrum is it’s versatility compare to traditional software development models but has a simple implementation procedure

What is SCRUM?

• Scrum team

• Backlog

• Sprint

• Scrum meeting

• Daily meeting

Traditional project management methodologies

• INITIATION

• PLANNING

• ANALYSIS

• DESIGN

• IMPLEMENTATION

• TESTING

• DEPLOYMENY

• MAINTAIN

Advantages of this approach

• This model is simple and easy to understand and use.

• It is easy to manage due to the rigidity of the model – each phase has specific deliverables and a review process.

• In this model phases are processed and completed one at a time. Phases do not overlap.

• Waterfall model works well for smaller projects where requirements are very well understood.

Dis-advantages of this approach

• Once an application is in the testing stage, it is very difficult to go back and change something that was not well-thought out in the concept stage.

• No working software is produced until late during the life cycle.

• High amounts of risk and uncertainty.

• Not a good model for complex and object-oriented projects.

• Poor model for long and ongoing projects.

• Not suitable for the projects where requirements are at a moderate to high risk of changing.

Why is SCRUM better?

TRADITIONAL FRAMEWORK SCRUM FRAMEWORK

More rigid directions coming top to down Team may conduct dozens of experiments to see which works best

More commanding and controlling style of leadership Communication flowing freely between all the team members

Spoon feeding Self-organizing

Planning centric and plan driven Plan could be very fluid in the SCRUM framework

Document oriented and document driven Cross functional, self-contained and pragmatic

Resistant to change Adapting to change

Customer gets involved early in the process but remains at arm’s length once it begins

Customer involvement is constant

Escalation tot managers when problems arise The team works to together to solve any problem

Heavy upfront analysis and design Daily stand up meetings are held to discuss work done yesterday, plan of today and impediments if any

Traditional models favors “anticipation” Agile model favors “adaption”

Team agrees to deliverables very early Only agree to what is possible in the current sprint

Ownership belongs to the Project Manager Shared ownership

Conclusion: SCRUM rocks because

1. Mindset, philosophy, culture, lifestyle, approach and thinking

2. Unique project management

3. Iterative and Incremental

4. Visionary, Evolutionary and Adaptive

5. Efficient and Effective

6. Business focused

7. Delivery focused

8. Customer value focused

9. Faster

10. Better

11. Reliable

12. Collaborative

References

• [1] Hu Zhi-gen, YUAN Quan, ZHNAG Xi “Research on Agile Project Management with Scrum method”, 2009 ITA International Conference on Services Science, Management and Engineering, IEEEXplore, IEEE Computer Society

• [2] Pekka Abrahamsson, Juhani Warsta, Mikko T Siponen and Jussi Ronkainen “New Directions on Agile Methods”, 2003 International Conference on Software Engineering, IEEEXpolre

• [3] Luciano Pinto, Ricardo Rosa, Cristinae Pacheco, Christophe Xavier, Raimundo Barreto, Vicente Lucena, Marcus Caxias, Carlos Mauricio Figueredo “ On the Use of Scrum for the Management of Practical Projects in Graduate Courses, ASEE/IEEE Frontiers in Education Conference, 2009 IEEE

• [4] New directions of Agile Methods: A comparative Analysis, Pekka, Juhani, Mikko, Jussi. 2003 International Conference on Software Engineering, Department of Information Processing Science, Finland.

• [5] Strategic Management of Scrum Projects: An organizational learning perspective, IEEE International Technology Management Conference, 2011, Rafael, Stacia, Andreas.

• [6] Management challenges of implementing AgileProcesses in Traditional Development Organizations, The University of Southern California, 2005, IEEE Computer Society, Systems and Software Consortium, IEEE.

• [7] Laurie Williams, Alistair Cockburn: Agile Software development, IEEE Society, June 2003

• [8] http://en.wikipedia.org/wiki/Project_management

• [9] http://www.slideshare.net/saqibjaved/agile-vs-traditional-project-management

• [10] http://istqbexamcertification.com/what-is-waterfall-model-advantages-disadvantages-and-when-to-use-it/