Scrum at a Fortune 500 Manufacturing Company

Moore, Robert J.; Reff, K.; Graham, Jamie; Hackerson, B.

doi:10.1109/agile.2007.53

Cited by 17 publications

(9 citation statements)

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“…These results are confirmed in empirical work reported by among others Augstine et al [24], Vidgen and Wang [25] as well as Wang and Vidgen [26]. Scrum's increased focus on iterative delivery of functional software should according to the literature increase productivity while avoiding falling into endless development cycles in an attempt to develop the 'perfect piece' of software [17]. This was the effect Scrum had on the case unit, which thus was an area where the method lived up to the expectation.…”

Section: Empirical Findings On Productivity and The Agile Developmentsupporting

confidence: 79%

“…Mann and Maurer [21], Manhic and Vrana [14] as well as Mahnic and Zabkar [15] argue that a reduction of overtime hours raises the overall satisfaction among team members. Mann and Maurer [21], Mahnic and Vrana [14] Moore et al [17], and Mahnic and Zabkar [15] also argue that improving the lines and channels of communication within the team, as well as externally, with other organizational units and with the customer increases employee satisfaction. In particular better information about project progress and more direct feedback about the work in progress are emphasised as influential indicators for employee satisfaction.…”

Section: Literature Review and Theoretical Backgroundmentioning

confidence: 99%

“…The number of interruptions and the number of uninterrupted development hours were the two indicators we descended from these authors. Moore et al [17] argue that increased productivity through the use of Scrum is grounded on its focus on delivering functional software in short time intervals with fixed deadlines where developers do not end up in endless development cycles in an attempt to provide perfect solutions with a product that can handle everything at one time. The avoidance of continuous development cycles and compliance with deadlines are the last two indicators we derived from these authors.…”

Section: Literature Review and Theoretical Backgroundmentioning

confidence: 99%

See 2 more Smart Citations

Creating Business Value through Agile Project Management and Information Systems Development: The Perceived Impact of Scrum

Kautz

Johansen

Uldahl³

2014

Creating Value for All Through IT

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Value creation through information systems (IS) and information technology (IT) is a major IS research topic. However there still exists an ambiguity and fuzziness of the 'IS business value' concept and a lack of clarity surrounding the value creation process. This also true for organizations that develop IS/IT and for development technologies like information systems development and project management methods that are applied in the production of IS/IT. The agile method Scrum is one such technology. In the research presented here we studied productivity, quality and employee satisfaction as supported by Scrum as value creating measures. Our positive assessment is built upon subjective perceptions and goes beyond hard measures and indicators. It provides insights into individual and organisational impacts and sheds light on the value generation process. The measures we present thus deal with some of the deficiencies in current IS business value research and contribute to filling existing gaps in an IS business value research agenda. Abstract.Value creation through information systems (IS) and information technology (IT) is a major IS research topic. However there still exists an ambiguity and fuzziness of the 'IS business value' concept and a lack of clarity surrounding the value creation process. This is also true for organizations that develop IS/IT and for development technologies like information systems development and project management methods that are applied in the production of IS/IT. The agile method Scrum is one such technology. In the research presented here we studied productivity, quality and employee satisfaction as supported by Scrum as value creating measures. Our positive assessment is built upon subjective perceptions and goes beyond hard measures and indicators. It provides insights into individual and organisational impacts and sheds light on the value generation process. The measures we present thus deal with some of the deficiencies in current IS business value research and contribute to filling existing gaps in an IS business value research agenda.

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Section: Empirical Findings On Productivity and The Agile Developmentsupporting

confidence: 79%

Section: Literature Review and Theoretical Backgroundmentioning

confidence: 99%

Section: Literature Review and Theoretical Backgroundmentioning

confidence: 99%

See 1 more Smart Citation

Creating Business Value through Agile Project Management and Information Systems Development: The Perceived Impact of Scrum

Kautz

Johansen

Uldahl³

2014

Creating Value for All Through IT

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show abstract

“…Sharp and Robinson, for example, examine relationships between XP and organizational culture [14], and show that technical practices have an impact on social interactions among team members [15]. Cristal et al [16] and Moore et al [17] also found improvements in communication through the introduction of Scrum.…”

Section: Related Workmentioning

confidence: 93%

Improving task breakdown comprehensiveness in agile projects with an Interaction Room

Grapenthin

Poggel²,

Book

et al. 2015

Information and Software Technology

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“…It contains all currently known and open requirements for the product, including features and nonfunctional requirements [37]. While Scrum does not prescribe the form in which requirements are represented in the product backlog, they are often captured in the form of user stories (see, e.g., [31]). A user story describes who wants to achieve what and why.…”

Section: Structure Of Scrummentioning

confidence: 99%

Combining PosoMAS Method Content with Scrum: Agile Software Engineering for Open Self-Organising Systems

Steghöfer¹,

Seebach²,

Eberhardinger³

et al. 2016

SCPE

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In this paper we discuss how to combine the method content from PosoMAS, the Process for open, self-organising Multi-Agent Systems, with the agile iterative-incremental life cycle of Scrum. The result is an agile software engineering methodology tailored to open self-organising systems. We show how the methodology has been applied in a development project and discuss the lessons learned. Finally, we compare the Scrum version of PosoMAS to other agile agent-oriented software engineering methodologies and address the selection of a suitable process.

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Scrum at a Fortune 500 Manufacturing Company

Cited by 17 publications

References 0 publications

Creating Business Value through Agile Project Management and Information Systems Development: The Perceived Impact of Scrum

Creating Business Value through Agile Project Management and Information Systems Development: The Perceived Impact of Scrum

Improving task breakdown comprehensiveness in agile projects with an Interaction Room

Combining PosoMAS Method Content with Scrum: Agile Software Engineering for Open Self-Organising Systems

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