Project Integration Management Report: Agile and Scrum Analysis

This report provides an analysis of Agile and Scrum methodologies in project integration. It begins by exploring the Agile core value of 'Individuals and interactions over processes and tools', emphasizing its importance in fostering innovation and teamwork in software development. The report then delves into the Scrum framework, explaining the role of the Scrum Master in protecting the development team and ensuring adherence to Scrum principles. Furthermore, the report examines key Scrum events like sprint planning, highlighting the importance of team collaboration and defining sprint goals. It also addresses common pitfalls such as 'faux scrum', where the Agile principles are not followed, which can hinder project success. The report concludes by emphasizing the significance of transparency, learning from mistakes, and continuous improvement in Agile project management.

PROJECT INTEGRATION
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PART ONE
Question One
Question 1: Select ONE Agile core value and explain, in your own words, how this particular approach
can help in project management.
The development of software is regulated by various guidelines, including the core values of the
Agile Manifesto, which specify the guidelines that software developers must adhere to in the course of
their work. According to the developers of the manifesto, they desired to find a way of integrating the
existing and new ways of development (Rico, 2010).
The value of Individuals and interactions over processes and tools is one of the core values
identified in the manifesto. This value emphasizes the role of individuals in the process of development,
which needs to be prioritized over tools and processes. In other words, the default approach for solving
problems needs to be by focusing on individuals as opposed to processes and tools. This, however, does
not mean that processes and tools are not necessary for the process of development. The act of prioritizing
people and their interactions are also based on the assumption that development processes are driven by
people and not on tools and processes. It also assumes that it is people who are capable of responding to
business needs (Rico, 2010).
This approach is also quite important because it allows the incorporation of new thinking, ideas,
and requirements in the process of development. Where processes and tools are used to manage product
development, people become obliged to conform to the established process and tools. Where conformity
is required, creativity is limited, which may be a limiting factor in the development process (Serrador &
Pinto, 2015).
Besides, valuing individuals over tools and processes may come with various benefits such as
encouraging innovation and improvement in teamwork and efficiency in communication. Besides, it also
makes it possible for the development team to have a sense of ownership of the project (Serrador & Pinto,
2015).
Question Two
2. Question 2: Select and briefly explain, in your own words, ONE of Scrum roles.
Scrum project management is a methodology in project management used to manage software
delivery. According to its developers, the model is primarily meant to smoothen collaboration among
teams working on complex projects. Scrum methodology entails a team with unique roles and
responsibilities. The team is made up of scrum master, scrum product owner, and development team
(Pichler, 2010).
The scrum master is an essential pillar in the success of a project. As implied by the word master,
he or she is an individual who knows quite many things and provides guidance towards the success of
projects. A scrum master protects the development team by ensuring that they are able to work without
internal or external distractions (Bass, 2014).
In addition, the scrum master does protect not only the team but also the scrum process. As a
person who possesses a significant amount of knowledge on the scrum process, the scrum master ensures
that the development process is carried out without deviating from the scrum framework. He or she,
therefore, maintains checks and balances on both the development team and the product owner to ensure
that their work is maintained within the framework. Scrum masters are also responsible for educating the
development team about the effective use of the model to achieve success in the development process
(Bass, 2014).

PART TWO
Question one: Question 1: Select and briefly explain, in your own words, ONE of Scrum events or
artifacts.
The agile approach requires individuals to maintain openness, enthusiasm, and transparency. In
addition, it also requires individuals to learn from previous mistakes and identify ways through which
they can improve. To achieve this objective, four events or ceremonies are held starting with sprint, sprint
planning, daily scrum, sprint review, and sprint retrospective.
Sprint planning brings together the scrum team. The main aim of this ceremony is to enhance
collaboration among the team and present an opportunity to define the sprint goal. Additionally, through
the sprint planning, the team holds a discussion about the anticipated important work for the sprint. The
ceremony usually lasts for about 8 hours (Cuní, Rubio-Manrique, Becheri, Fernández-Carreiras &
Reszela,2015)
Sprint planning is attended by the product owner, development team, and the scrum master. In the
course of sprint planning, the scrum master is tasked with the responsibility of facilitating the ceremony.
On the other hand, the product owner explains the intended objective of the sprint to the product team and
also answers their questions about how the sprint needs to be executed. He/she also clarifies what the
acceptance criteria for the product (Kikitamara & Noviyanti, 2018)
Question Two:
The omission of certain vital aspects or inclusion of unnecessary may affect the ability of the
scrum to achieve its desired goals. Usually, these omissions or commissions may hamper collaboration
and delivery of the work within the initial expectations. One of these common pitfalls is the faux scrum.
Faux scrum arises whereby scrum events are carried out without adherence to agile principles. In
other words, a faux scrum is said to have occurred whereby the adopter of the scrum failed to follow
scrum principles and manifesto. An example of a faux scrum is the failure to observe ‘individual and
interaction’ as a paramount requirement in the scrum process. This ultimately leads to the creation of
waterfall products and deliverables (Almeida & Albuquerque, 2011).
Faux scrum may also arise in a situation where the management team interferes with the
operations of the product development team. This form of interference may be implemented by directing
the product team on what to do on various here and there in the course of carrying out their
responsibilities. Generally, such interferences may have the best interest for the product but may end up
conflicting with the scrum principles. The team may, therefore, end up obeying some of these instructions
without questioning or adherence to the established principles in order to please their master and be
perceived as obedient. Their adherence to the instructions may also be informed by the assumption that
the management team will never listen to their point of view. This may, therefore, affect the delivery of
the work in its desired form (Sadun, 2010).

References
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tuning distributed scrum projects. In 2011 IEEE Sixth International Conference on Global
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Bass, J. M. (2014, August). Scrum master activities: process tailoring in large enterprise projects. In 2014
IEEE 9th International Conference on Global Software Engineering (pp. 6-15). IEEE.
Cuní, G., Rubio-Manrique, S., Becheri, F., Fernández-Carreiras, D., & Reszela, Z. (2015). Introducing the
SCRUM Framework as Part of the Product Development Strategy for the ALBA Control System.
Kikitamara, S., & Noviyanti, A. A. (2018, July). A Conceptual Model of User Experience in Scrum
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Pichler, R. (2010). Agile product management with scrum: Creating products that customers love.
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Rico, D. F. (2010, October). Lean and agile project management: for large programs and
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Sadun, C. (2010). Scrum and global delivery: pitfalls and lessons learned. In Agility Across Time and
Space (pp. 71-89). Springer, Berlin, Heidelberg.
Serrador, P., & Pinto, J. K. (2015). Does Agile work?—A quantitative analysis of agile project
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