Comparing Scrum Maturity of Digital and Business Process Reengineering Groups: A Case Study at an Indonesia’s State-Owned Bank

Abstract

Bank XYZ, an Indonesia's state-owned bank, has been conducting business and digital transformation throughout its organization. Based on a recent McKinsey survey, less than 30% of organizations succeed in transformation. Fast changing business requirements and various technology-based initiatives enforce the organization to employ an Agile methodology and Scrum, to cope with the situation. Group Grp-DGT and Grp-BPR are two groups in Bank XYZ that manage their projects using Scrum. Grp-DGT develops digital projects, whereas Grp-BPR develops Business Process Reengineering (BPR) projects. Scrum maturity in both groups needs to be appraised to promote sustainability in the long run. Comparing Scrum maturity between digital and BPR projects has not been done in the previous works, especially in a state-owned bank in Indonesia. This research will help the organization through the research output which are Scrum maturity level at both groups and proposed recommendations to improve Scrum practices. The other organizations can benefit from the recommendations as well. Scrum maturity model (SMM) is used to appraise the practices, while Agile Maturity (AMM) is used to calculate the maturity rating. From this research, it is found that Grp-DGT has reached maturity level 5 (optimizing), whereas Grp-BPR is still at level 1 (initial). Based on assessment results and Scrum guides, the recommendations are then drafted. There are 15 recommendations proposed to Grp-BPR to reach level 2 and onwards.