Scrum in the company X
Laatikainen, Kristiina (2013)
2013
Kuvaus
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Tiivistelmä
Research: The traditional Waterfall development method is not very successful in today’s volatile world. Now when agile methods like Scrum are coming into the mainstream of software organizations, the need for evidence on how well these processes work is increasing. I conducted a research about the usage of Scrum in a company in the telecommunications sector. It is based on a questionnaire and interviews done with three Scrum Teams, each consisting of ten members, in 2011 and in 2013. Also Scrum pilot and seminar data from the company X were used. The research question was: Is Scrum better than the Waterfall? Limitations were: (1) What are the main differences between Scrum and the Waterfall? (2) How the selected Scrum Team members react to Scrum? (3) What are the benefits and challenges from the point of view of the company X? (4) Are there any development ideas for Scrum?
Results and conclusions: I found that corner stones of Scrum compared to the Waterfall are changed responsibilities, Scrum meetings and time-boxed iterations. I also found that Scrum Teams do not want to go back to the Waterfall, but without an atmosphere of openness they will never get to the heart of the issues; without respect the Scrum Team will not present criticism in a constructive fashion and without focus and commitment, the Scrum Team will not care about resolving the issues. I found that Scrum practices were a match for the needs of the Scrum Teams involved in this research. Scrum practices also contributed to the success of the business. The overall feedback I got from the selected Scrum Teams was positive, although some would like to see some modifications to Scrum. I found that the Scrum methodology emphasizes communication and collaboration, functioning software, and the flexibility to adapt to emerging business realities better than Waterfall, but it is not suitable for every organization. Also transition and mind set changes towards Scrum are still ongoing.
Results and conclusions: I found that corner stones of Scrum compared to the Waterfall are changed responsibilities, Scrum meetings and time-boxed iterations. I also found that Scrum Teams do not want to go back to the Waterfall, but without an atmosphere of openness they will never get to the heart of the issues; without respect the Scrum Team will not present criticism in a constructive fashion and without focus and commitment, the Scrum Team will not care about resolving the issues. I found that Scrum practices were a match for the needs of the Scrum Teams involved in this research. Scrum practices also contributed to the success of the business. The overall feedback I got from the selected Scrum Teams was positive, although some would like to see some modifications to Scrum. I found that the Scrum methodology emphasizes communication and collaboration, functioning software, and the flexibility to adapt to emerging business realities better than Waterfall, but it is not suitable for every organization. Also transition and mind set changes towards Scrum are still ongoing.