Development Point of Sales Using SCRUM Framework

IntroductionThe aim of the paper is to present critical factors of a successful implementation of the Scrum method, based on an example of one of IT companies. The Scrum method is the most popular and the most rapidly growing method among the agile methodologies: 56% of agile practitioners use Scrum in their projects [VersionOne 2015, p. 9]. Agile approach means, generally, more flexible project planning and execution, with more emphasize on the constant contact with the customer, which in most cases leads to a higher customer satisfaction [PMBoK 2013; Goldman, Nagel & Preiss 1995; Highsmith 2002; MacCormack 2001, pp. 75-84; Manifesto for Agile Software Development 2001]. In traditional way of project management, the process of product development was divided into some sequential phases. In this model, the customer defined all requirements at the beginning of development process. Agile methods (for e.g. Scrum) are excluded sequential of phases in project and focus on relationship with customer [Takeuchi, Nonaka 1986; Schwaber & Sutherland 2013].Using literature review and the case study method, the authors of this paper attempted to analyze the factors which may help or disturb in the introduction of the Scrum in an organization and propose a model of their classification.The paper consists of five sections. The first one is the introduction. The second one presents a review of the current knowledge about Scrum and classification of critical factors of agile methodologies implementation. The third and the fourth sections show our research method and findings. The identified critical factors are described, basing on the proposed model. The last section is composed of conclusions.1.Theoretical backgroundThis section present review of the literature, to present current knowledge of researched field of study. The Scrum method and models of classification of critical factors for implementation of agile methodologies are described. Finally, the proposed by authors model of classification is presented.1.1.Scrum methodThe Scrum was presented in 1995 by Ken Schwaber at OOPSLA conference in Austin [Rubin 2013], but foundations of Scrum were appearing in the eighties [Pham & Pham 2012; Rubin 2013]. Schwaber & Sutherland [2013] suggested that a key to success in Scrum is descended from experiences and create vital part of know how in company.The Scrum is based on the empiricism, which is achieving by some qualities. Surveyed the literature on, the qualities, which build empiricism in Scrum are a clarity in each process, an inspection to detect problems in project and an adaptation to change [Schwaber & Sutherland 2013].Scrum consists of three main elements, which are presenting below [Schwaber & Sutherland 2013, pp. 4-15]:1. Roles - there are four main roles: (1) The Scrum Team - consist of Scrum Master, Development Team and Product Owner. (2) The Scrum Master - the person, who is responsible for understanding and using the values and rules of Scrum by Development Team and Product Owner. The main duties of Scrum Master is to serve for Scrum Team to achieve project aims. Scrum Master is not traditional manager, she/he is more like a counselor, who build the relationship with team members based on trust and cooperation [Schwaber 2004]. (3) The Product Owner - the person who knows the business case associated with the project. The main duties of Product Owner is to control the Product Backlog. Schwaber, Sutherland [2013] emphasize that Product Owner should have a decision-making power to make decisions on behalf of company. (4) The Development Team - developed the product according to requirements. Development Team is 'self-organizing', which means that it has a high degree of autonomy.2. Artifacts - are the material or immaterial results of the work. In the literature, the authors reefers to: (1) Product Backlog - determines scope and list of features which should be implemented during the project. …

SCRUM is one of the agile development that put the speed in the process forward. In the development process SCRUM embraces three main rules: product owner (PO), SCRUM master (SM), and cross functional supported by five backlog refinement, sprint planning, daily meeting, reviews, and sprint retrospective activities. SCRUM ability is very suitable with the conditions that occur in Poltekpar Palembang which requires student enrollment selection information system to fulfill the quota of admission of new students in a short time. Therefore, this research, conducted to develop modified SCRUM SMM information system with the requirement gathering stage, product backlog, sprint backlog, sprint, IS development, and delivery-implementation. The final result of this research is SMM Information System of Poltekpar Palembang that can really fulfill user requirement which can be seen from SMM information system product backlog. SMM Information System of Poltekpar Palembang also has a feature that can serve as the main information system of Poltekpar Palembang in student admission as an effort to fulfill the student admission quota.

Diponegoro University Property (BMU) requires an inventory process by the assets and logistics division at least once every five years. The inventory process is still manually. So it is necessary to develop an Integrated Asset Management Information System Inventory Module. The development of an information system that used the Big Bang and Use Case Points method, in this study the Agile method with Scrum Framework will be implemented based on considerations. Scrum as a framework that implements Sprints to break down complexity and accommodate priority features that need to be built from an information system, also divides the roles in implementing development into Product Owner, Developer Team and Scrum Master. The results of implementing this method can be a solution to several problems that arise during development, that is : dividing roles with existing teams, accepting all updates and changes originating from user evaluations through mutual agreement, work transparency which can be a reference in assigning the workload of each team members, regular periodic inspections to remind each member of development targets and goals, as well as adapt to implementing conditions, especially in adjusting communication and implementation times. So make information system development time can implemented shorter.

Agile-Stage-Gate: New idea-to-launch method for manufactured new products is faster, more responsive

Supporting HFOSS using scrum in a capstone course

As software industries, adopted different frameworks where Scrum is play a vital role in different software industries. Scrum basis the three main stakeholders i.e. Product Owner, Scrum Master and Development. Where Scrum Master is a very crucial role for any agile project. However, in the past Scrum Master Faces different challenges, which discovered in several studies. However, we need to measure the effectiveness of the Scrum master in Agile Projects, how presently Scrum Master are performing in Pakistani software industries. The main objective of this research to identify the effectiveness of the Scrum Master in agile projects in Pakistani software industries. For this purpose, we gathered the facts from Pakistani software industries by using the qualitative method. We conducted a survey from different software industries; almost 12 participants responded the survey as per their best knowledge as well as they agreed for face- to-face interviews. The results indicated that, mostly organization compliance with the Scrum ceremonies. In addition, 65% Scrum Masters has a great effectiveness in any agile project. 21% of Scrum Master generates negative impact in agile project. The main highlights of this research, we have presented the compliance of the Scrum in different software organization. Further, we explore the both positive and negative impact of the Scrum master in Pakistani software organizations.

Context: As software industries, adopted different frameworks where Scrum is play a vital role in different software industries. Scrum basis the three main stakeholders i.e. Product Owner, Scrum Master and Development. Where Scrum Master is a very crucial role for any agile project. However, in the past Scrum Master Faces different challenges, which discovered in several studies. However, we need to measure the effectiveness of the Scrum master in Agile Projects, how presently Scrum Master are performing in Pakistani software industries.
 
 Objective: The main objective of this research to identify the effectiveness of the Scrum Master in agile projects in Pakistani software industries.
 
 Method: Research Method (Qualitative Research) For this purpose, we gathered the facts from Pakistani software industries by using the qualitative method. We conducted a survey from different software industries; almost 12 participants responded the survey as per their best knowledge as well as they agreed for face- to-face interviews.
 
 Results: The results indicated that, mostly organization compliance with the Scrum ceremonies. In addition, 65% Scrum Masters has a great effectiveness in any agile project. 21% of Scrum Master generates negative impact in agile project.
 Conclusion: The main highlights of this research, we have presented the compliance of the Scrum in different software organization. Further, we explore the both positive and negative impact of the Scrum master in Pakistani software organizations.

There has been a lot of interest in agile-scrum project methodologies of late, especially due to the explosion of Apps in the mobile space. In this chapter, we do not attempt to explain how to use agile-scrum in detail, but rather differentiate it from the traditional Waterfall project management methodology so as to understand when each is applicable. After looking at the differences between the two project management methodologies, we discuss briefly the agile-scrum principles of how it works including the concept of stories, product backlog, sprints, the roles of the different team members: scrum master, product owner, developers, as well as, techniques used in measuring the progress of the project: burn-down chart, story points, and velocity. The last part of the chapter analyzes how Waterfall methodology, with a fixed scope and quality, defers from Agile methodology, with a fixed time and cost, and how this defines the type of projects that can be developed using each methodology.

Teams in large corporations undergoing a transformation towards agile methods and application of the same are often confronted with a set of paradoxical challenges. In order to deal with these paradoxical challenges and make sense of them, a suitable team mindset is needed. To conceptualize such a mindset and study its interactions with the experienced paradoxes, we have accompanied a European large telecommunications corporation undergoing a second agile transformation after having already undertaken a smaller agile transformation in the past. At three points in time over the course of almost a year, we have interviewed 27 team members, Product Owners, Scrum Masters, and associated leaders, resulting in 81 qualitative semi-structured in-depth interviews. Drawing on this data, we have conceptualized the agile team mindset and developed a framework which explains its interactions with paradoxes. Thereby, we show how experienced paradoxes can foster the agile team mindset via integrating and separating sets of mechanisms and vice versa how the agile team mindset can help dealing with the experienced paradoxes. We contribute to research on mindsets, paradoxes, and integrate agile teams as specific team type into team effectiveness research.

Effective communication is a success factor when developing software projects in both a local and geographically distributed environment (Global Software Development, GSD). The communication problems that arise between the development team and the product owner, as well as in the sprint planning, daily scrum, sprint review and sprint retrospective events, result in problems of ambiguity in determining requirements. Low customer involvement, low uncertainty definition, or risk identification directly affect the scope, budget, and delivery time of a software product. Likewise, distance, differences between time zones and culture are some current challenges that present communication problems between the members of the work team, which have a great impact on project management. This paper briefly describes a proposal to adapt a strategic communication model that fits the Scrum framework and is suitable for both local and distributed environments.

This paper explores practitioner descriptions of agile method tailoring in large-scale offshore or outsourced enterprise projects. Specifically, tailoring of the product owner role is discussed. The product owner identifies and prioritizes customer requirements. But in globalized projects, the product owner must reconcile large numbers competing business interests and generate prioritized requirements for many development teams. The study comprises 8 international companies in London, Bangalore and Delhi. Interviews with 46 practitioners were conducted between February 2010 and May 2012. A grounded theory approach was used to identify that product owner teams comprise nine roles: Groom, Prioritizer, Release Master, Technical Architect, Governor, Communicator, Traveler, Intermediary and Risk Assessor. These product owner roles arbitrate between conflicting customer requirements, approve release schedules, make architectural design decisions, provide technical governance and disseminate information across teams. Understanding these roles will help agile coaches guide large scale agile teams.

Most of the Brazilian universities employ teaching-learning methodologies based on classic frontal lectures. The Medicine Programme of the Federal University of S˜ao Carlos (UFSCar) is an exception, since it employs active learning methodologies. The Educational and Academic Management System for Courses Based on Active Learning Methodologies (EAMS-CBALM) was built and it is currently used to support this programme, and has been made available for other programmes as well. This system was developed using Scrum, but during its development project it was often necessary to reconsider system behaviour scenarios, and consequently the product backlog items, mainly due to poor communication between the Product Owner (PO) and the development team. This paper discusses a case study in which Behaviour-Driven Development (BDD) has been used in combination with Scrum to redesign some EAMS-CBALM components. The paper demonstrates that the communication between the PO and the development team can be improved by using BDD as a communication platform to unambiguously define system requirements and automatically generate test suites.

<p><b>Leadership doesn’t have to be heroic, especially in a changing world.</b></p><p><i>Developmental Agile Leadership</i> offers a practical and human-centered approach to growing resilient, adaptive teams through trust, learning, and shared purpose. This book blends Agile, developmental, and servant leadership to help leaders support (rather than control) collaborative, self-managed teams and stakeholder relationships.</p><p>As work becomes more complex, uncertain, and fast-paced, project leaders must lead differently. This book equips readers to foster trust, promote learning agility, and inspire hope. It emphasizes leadership as a shared responsibility, something that can emerge at any level when the right conditions are in place.</p><p>Readers will gain tools to lead from behind, facilitate effective feedback loops, resolve conflict constructively, and support others in stepping into leadership roles. With learning goals, reflection prompts, and actionable practices, <i>Developmental Agile Leadership</i> turns big ideas into everyday leadership habits.</p><p>Written for project managers, sponsors, Scrum Masters, team leads, product owners, and stakeholder-facing consultants, this book is also valuable to educators and emerging leaders interested in developing their leadership capacity and that of others.</p>

One of the most important qualities for a company's seamless operation is leadership. Different leadership styles are used in various businesses, each of which is acceptable in its own way. Agile leadership is one of the most effective ways for any business. This research was carried out to determine the impact of agile leadership on project manager performance and how such leadership strategies might be used to enhance productivity to new heights in business. The primary motivation of the study relates to understanding to what extent leadership seems to be most appropriate in order to enhance and efficiently increase the performance level of a project manager, especially when it is related to working on industry 4.0 related projects. Primary data is used to perform this empirical study, with replies from a total of 50 respondents being considered. 30 will be general workforce, such as software engineers, testers, scrum masters, product owners, and project managers, with the remaining 20 industry leaders.

In the Agile Way of Working (AoW), a group of developers jointly work to efficiently realize a project. Here we report on the application of AoW in meteorological research and development (R&D) outside of the software engineering environment. Three projects were formulated, derived from the observations strategy (2015) of the Royal Netherlands Meteorological Institute (KNMI). An initial phase of preparation consisted of breaking down the workload into tasks to be accomplished by individual project members and achievable in two one-week sprints. Sprints consisted of daily stand-ups, where accomplishments, work intentions, and obstacles were discussed, followed by project work in a joint working environment. The three projects identified were 1) flying a drone to detect boundary layer evolution, 2) monitoring the quality of the precipitation measurement system, and 3) realizing a platform for merging third-party data with meteorological observations. The preparation phase proved to be vitally important to each of the projects. The roles of the product owner and Scrum master in streamlining and guiding these projects were essential to the success of the sprint weeks, but the joint group settings worked well for only two of the three projects. While team members were positive about their experience with the AoW, the challenge remains to fuse the traditional individual work practice of researchers with that of software engineers, who are experienced in working in a group setting.