PROJ2207: Project Integration Management Report on Agile and Scrum

This report delves into the core concepts of project integration management, focusing on Agile methodologies and Scrum frameworks. Part 1 addresses Agile core values, specifically emphasizing the importance of working software over comprehensive documentation and its impact on project management. It also explores a Scrum role, explaining the responsibilities of the development team. Part 2 examines Scrum artifacts, highlighting their role in providing transparency and facilitating inspection and adaptation within a project. The report also discusses the shift from traditional to digital technologies and the use of Agile methodologies, particularly Scrum, to meet business goals. It differentiates between genuine Scrum implementation and the pitfalls of 'Faux Scrum,' emphasizing the importance of adhering to Agile principles for successful project outcomes. References are provided using APA format.

Running head: PROJECT INTEGRATION MANAGEMENT
PROJECT INTEGRATION MANAGEMENT
Name of the Student
Name of the University
Author Note:

1PROJECT INTEGRATION MANAGEMENT
Table of Contents
Part 1...........................................................................................................................................................2
Question 1...................................................................................................................................................2
Question 2...................................................................................................................................................3
Part 2...........................................................................................................................................................4
Question 1...................................................................................................................................................4
Question 2...................................................................................................................................................4
References...................................................................................................................................................6

2PROJECT INTEGRATION MANAGEMENT
Part 1
Question 1
Agile Software Development aims to promote working Software over Comprehensive
Documents. This Agile Manifesto focus on highlighting team who share values of working software over
the comprehensive document. This does not highlights that team member should not create
documentation (Hoda & Murugesan, 2016). It merely focus on the fact an individual should create
documentation which provides value and does even hinder the team members. There are many projects
that uses agile management tools is that it only measures whether it is done truly with the project
requirement. It is merely needed for producing working project features associated with that requirement.
Working software means that the given software should meet the definition, least, developed, integrated,
documented and developed (Conforto & Amaral, 2016). Working project can be defined as the main
reason behind the project.
Most of the project need documentation and agile project need documents which are barely
sufficient for serving, design, delivery and complete deployment of working project. At the time of
working with agile project, an individual needs to focus on documents needed for product development
(Cooper & Sommer, 2018). Agile approaches focus on some administrative paperwork which are related
to time, cost control scope and reporting. Most of the project managers spend a lot of their time in
development, update and holding different team members. It is completely accountable for project
schedule that is from starting to finish. Team members want to know when they will have their
deliverable in proper shape. On the contrary, manager just want to know the status of project (Stettina et
al., 2018). The most efficient and effective method for conveying all the information within the
development team is face-to-face conversation.
Question 2
Development team can be stated as the collection of individuals who work in group for
developing and delivery of requested and committed increment of products. This merely comprises of
various cross-functional members who are capable of achieving sprint goals. The team merely comprises
of software engineers, programmer, analytsts, QA experts, UI designers and admin (Sohi et al., 2016).
Development team is considered as the heart of scrum team. They are merely responsible for doing the
actual work of the project. Each of the team member have skill for working together with other team
members. It merely combines to tackle all the requirements for project execution. Team aims to act in
collaborate way which is charge of figuring out how most of the goals can be achieved. All the product
owners’ aims to set priorities and the whole work is guided by the scrum process (Conforto et al., 2016).
This is completely monitored by the scrum master. Most of the responsibilities are laid for feet of
development.
 Development Team build the required product needed by the product owner.
 Development team comprises of various expertise needed for delivery of shippable products.
 It decides the number of items needed for building a sprint.
 It is very much self-organizing in nature and comes up with high degree of accountability.
 It is a cross-functional team which have all the responsibilities for development, testing and
product release.

3PROJECT INTEGRATION MANAGEMENT
Part 2
Question 1
Scrum artifacts provides all kind of work or value which is needed for providing transparency and
opportunities needed for inspection and adaptation. Artifacts are completely defined by Scrum in order to
design to the maximum transparency of vital information. This is mainly done so that everyone has some
basic understanding of artifacts (Paul & Behjat, 2019). Scrum artifacts aims to provide all the key
information which the scrum team and stakeholder require for understanding the product that are under
development. It merely focus on activities that are done for completing the project. Sprint Goal help in
focusing the Sprint. This can be defined as the objective which will meet with the sprint by proper
implementation. In addition, this focus on forecasted product backlog item. This merely provides proper
guidance needed for the development team (Sibona, Pourreza & Hill, 2019). It merely address the product
increment. The main task behind crafting the sprint goal is the scrum team. This stand out to be largest
part of interest to the product owner for supporting the whole process. It can be achieved by setting some
clear business goals for the upcoming sprint. It can even make the product backlog much easier by
providing focus on this.
Question 2
Most of the product companies are completely shifting their target from traditional approach to
new-age digital technologies, in order to remain competitive in the present market. These companies are
completely dependent on agile methodology and well-organized project management practices (Hoda &
Murugesan, 2016). It merely encourages continuous feedback, development, teamwork and frequent
delivery by delivery of high quality. Considering Agile, Scrum is known to be a widely used framework
that is needed for handling some of complex software and product development. It merely makes use of
iterative practices. Scrum process merely allow the organization to accept the growing requirements and
develop product which completely meets the business goals (Conforto & Amaral, 2016). Simplicity of
scrum is the main reason why it merely gets abused.
Faux Scrum approach: It is seen in organization which claim the fact that they are working on
Scrum. It merely goes through scrum event without even accepting the agile principles. This merely ends
up in creating up waterfall deliverables and different products unless and until it completely falsify the
scrum titles (Cooper & Sommer, 2018). It also known to be cargo cut agile and a proper path for avoiding
any kind of benefits of scrum. By making use of scrum along with waterfall process, meetings and
different documents which is a faux scrum approach. Along with this, double work agile also results in
much quick project team without any kind of burnout (Stettina et al., 2018). If an individual is working
twice, at the time of doing scrum and neither it is as per the agile principle.
Solution: Scrum needs to be completely followed in details along with ensuring non-agile
practices and principles are neglected completely (Sohi et al., 2016). Agile principles are the one which
makes practices to work sustainably.

4PROJECT INTEGRATION MANAGEMENT
References
Conforto, E. C., & Amaral, D. C. (2016). Agile project management and stage-gate model—A hybrid
framework for technology-based companies. Journal of Engineering and Technology
Management, 40, 1-14.
Conforto, E. C., Amaral, D. C., da Silva, S. L., Di Felippo, A., & Kamikawachi, D. S. L. (2016). The
agility construct on project management theory. International Journal of Project
Management, 34(4), 660-674.
Cooper, R. G., & Sommer, A. F. (2018). Agile–Stage-Gate for Manufacturers: Changing the Way New
Products Are Developed Integrating Agile project management methods into a Stage-Gate system
offers both opportunities and challenges. Research-Technology Management, 61(2), 17-26.
Hoda, R., & Murugesan, L. K. (2016). Multi-level agile project management challenges: A self-
organizing team perspective. Journal of Systems and Software, 117, 245-257.
Paul, R., & Behjat, L. (2019). Using Principles of Scrum Project Management in an Integrated Design
Project. In upcoming) CDIO International Conference.
Sibona, C., Pourreza, S., & Hill, S. (2019). Origami: An Active Learning Exercise for Scrum Project
Management. Journal of Information Systems Education, 29(2), 6.
Sohi, A. J., Hertogh, M., Bosch-Rekveldt, M., & Blom, R. (2016). Does lean & agile project management
help coping with project complexity?. Procedia-Social and Behavioral Sciences, 226, 252-259.
Stettina, C. J., Offerman, T., De Mooij, B., & Sidhu, I. (2018, June). Gaming for agility: using serious
games to enable agile project & portfolio management capabilities in practice. In 2018 IEEE
International Conference on Engineering, Technology and Innovation (ICE/ITMC) (pp. 1-9).
IEEE.