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Case Study: Scrum Methodology

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Scrum Methodology
Scrum is a lightweight agile project management framework with broad applicability for managing and controlling iterative and incremental projects of all types. Scrum has garnered increasing popularity in the agile software development community due to its simplicity, proven productivity, and ability to act as a wrapper for various engineering practices promoted by other agile methodologies. On a Scrum project, there are three roles: product owner, ScrumMaster and team.
The product owner is responsible for the business aspects of the project, including ensuring the right product is being built, and in the right order. A good product owner can balance competing priorities, is available to the team, and is empowered to make …show more content…

FDD’s proponents claim that it scales more straightforwardly than other approaches, and is better suited to larger teams. Unlike other agile methods, FDD describes specific, very short phases of work, which are to be accomplished separately per feature. These include Domain Walkthrough, Design, Design Inspection, Code, Code Inspection, and Promote to Build.

Project management methods have been developed from industry practices and international standards to ensure a higher rate of success for information technology projects. These methods have been widely used in large organisations effectively. However, when projects are implemented in an SME (Small and Medium-sized Enterprise) environment there is often a lack of an established method of project management or skilled project implementers who can successfully use methods used in large organisations (Ilincuta and Jergeas 2003). As project workers find themselves pressured to become more responsive, reacting ever more quickly to business demands, it is commonplace for smaller organisations to forgo formal project management practices. This is often due to the fact that small projects are viewed as simple to deploy, suffer from a lack of resources, or are given low prioritisation by the organisation (Rowe 2007). Even the PMBOK (Project Management Book of Knowledge) published by the PMI (Project Management Institute), the current de facto project management standard based on best-practice, can be perceived by SMEs as complicated and overly bureaucratic, something undesirable in regards to time-constrained or low-budget

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