Abstract
This chapter discusses how the method selected to manage a project can play a role in the success of that project. Certain projects are better suited to particular models of project management. The traditional, or “waterfall,” approach; the agile approach; and a more refined agile approach known as Scrum, which will be evaluated. The Scrum approach to project management is gaining a lot of momentum in recent years but all projects may not be well suited for this method. By analyzing the different styles of project management, a discussion of the benefits and pitfalls of each approach will be completed as well as how those characteristics may contribute to risks. An examination of project types, project roles, and project management experience will be completed to provide insight for when the Scrum approach to project management is most appropriate to contribute to the overall success of a project and when it may be best to apply a different management style.
TopBackground
Chan & Reich (2007) indicate that the IT environment is decided by the business process, the business side should tell how IT side should do to improve the business, however, Masa'deh et al. (2015) demonstrate that the IT environment and business should be on the same level. IT helps businesses to improve, while the business should also focus on the IT environment in the organization. Dennis et al. (2018) publish a book to discuss the whole steps of developing a system. There are several methodologies to develop the system, such as waterfall, V-Model, iterative development, agile, scrum, etc.
Leau et al. (2012) compare the differences between agile and traditional development methodologies. Meanwhile, Balaji and Murugaiyan (2012) also compare those two methodologies with V-Model. Agile is an advanced development methodology, there is an organization that maintains the standard manifesto of the agile. Highsmith (2002) introduces the agile development methodology. This methodology includes the client to the developing team to reduce the cost of changes to the requirements from the business side. Those changes are quite common in IT projects (Vijayasarathy & Butler, 2016).
Key Terms in this Chapter
Waterfall Life Cycle: Life cycle offers a systematic and organized way to undertake the project-based work and can be viewed as the structure underpinning deployment. The waterfall life cycle is sequenced into a set of distinct phases, from the development of the initial concept to the deployment of an outcome, output, or benefits. This approach aims to be highly structured, predictable, and stable.
Project: A project is a unique, transient endeavor, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes, or benefits. Time, cost, and quality are the building blocks of every project.
Agile: Agile is a software development methodology around the idea of iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. Agile enables teams to deliver value faster, with greater quality, predictability, and greater aptitude to respond to change.
Culture: Refers to the entire way of life for a group of people. It consists of the values, beliefs, and norms, which influence the behavior of the group.
Risk Analysis: Risk analysis guides where the greatest vulnerabilities lie. Because risk analysis is fundamentally perception-based, the project professional needs to engage stakeholders early to identify risks. To make sense of differing perceptions, it is important to describe risk events clearly, separating causes, from risk events, from effects.
Scrum: Scrum is considered a subset of Agile. It is a lightweight process framework for agile development and the most widely used one. Scrum is most often used to manage complex software and product development, using iterative and incremental practices.
Project Management: Project management is the application of processes, methods, skills, knowledge, and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters. Project management has final deliverables that are constrained to a finite timescale and budget.