SCRUM TEAMS AS A TOOL TO USE FLEXIBLE APPROACHES IN MANAGING ORGANIZATIONS
DOI:
https://doi.org/10.37332/2309-1533.2020.1-2.13Keywords:
Key words, Agile philosophy, Scrum master, Scrum team, sprint, team, stages of team development.Abstract
Kovalchuk N.V., Komarova K.V. SCRUM TEAMS AS A TOOL TO USE FLEXIBLE APPROACHES IN MANAGING ORGANIZATIONS
Purpose. The aim of the article is substantiation of expediency of using Scrum methodology in organization of team work of enterprise.
Methodology of research. The main principles of enterprise management theories, scientific works of national and foreign scientists on team management became the methodological principles of the research. The following research methods are used to substantiate the importance of incorporating flexible approaches into the enterprise management strategy, namely: abstract and logical (to reveal the theoretical foundations of team formation and development); logical (to identify the advantages and disadvantages of using Scrum commands); economics and mathematics (to build charts using Scrum methodology in industries).
Findings. The importance of using teamwork and flexible technologies is substantiated. Characteristics of effective teams, the content of stages of development of teams are determined; the essence of managing the processes of relationships in teams is formulated. The main stages of team development and formation are highlighted. The main advantages and disadvantages of using Agile philosophy in management are considered. Recommendations are developed for Ukrainian companies to increase competitiveness, which consists in forming a corporate culture based on the values of people in the company, cooperation with the customer, readiness for change taking into account the peculiarities of the industry in the decision-making process regarding the implementation of Scrum teams and their adaptation to the needs of business.
Originality. The theory of team management has been further developed, including conceptual foundations for the expediency of using flexible forms of organization in enterprise management.
Practical value. The obtained results may form the basis of further theoretical and applied research related to the use of Agile philosophy in Ukrainian enterprises and the formation of Scrum teams in various business areas.
Key words: Agile philosophy; Scrum master; Scrum team; sprint; team; stages of team development.References
Demydenko, M.A. (2017), Upravlinnia proektamy informatyzatsii za metodolohiieiu SCRUM [Project management of information technology for the SCRUM methodology], textbook, Dnipro, Ukraine, 80 p., available at: http://ir.nmu.org.ua/bitstream/handle/123456789/151152/scrum%20Demydenko%20 Mykhailo.pdf?sequence=1&isAllowed=y (access date January 10, 2020).
Whetten, David A. and Cameron, Kim S. (2004), Razvitie navukov menedgmenta [Developing management skills], trans. from English, Izdatelskiy dom “Neva”, St. Petersburg, Russia, 602 p.
Kniberg, Henrik (2018), Scrum i XP: zametki s peredovoi [Scrum and XP from the Trenches: Enterprise Software Development], 140 p.
Komarova, K.V., and Redina, N.I. (2014), Upravlinnia komandamu [Team Management], textbook, DDFA, Dnipropetrovsk, Ukraine, 212 p.
Pushkarev, A. (2015), Gibkaya medodologiya razrabotki Scram [Flexible development methodology “Scrum”], available at: https://habr.com/ru/post/247319/ (access date January 10, 2020).
Ridkous, O. (2018), Agile dlya ne-IT: 4 galuzi, yaki vgzastosovyeut nestandaptni pidhodu [Agile for non-IT: 4 industries already using non-standard approaches], available at: https://kfund-media.com/agile-dlya-ne-it-4-galuzi-yaki-vzhe-zastosovuyut-nestandartni-pidhody (access date January 10, 2020).
Sutherland, Jeff (2017), Scrum: Revolyutsionnyy metod upravleniya proyektami [Scrum: The Art of Doing Twice the Work in Half the Time], Vyd-vo “Mann, Ivanov and Ferber”, Moscow, Russia, 272 p.
“State of scrum 2017-2018. Scaling and agile transformation” (2018), available at: https://www.scrumalliance.org (access date January 10, 2020).
“Manifesto for Agile Software Development” (2011), available at: http://agilemanifesto.org (access date January 10, 2020).
Downloads
Published
Issue
Section
License
Open-access articles (open-access journals)
Authors whose articles are published in open-access retain all rights to the content of the articles.
Open access articles are committed to be published under Creative Commons Attribution (CC BY) 4.0. This license allows others to distribute, edit, correct and build upon your work, even commercially, as long as they indicate your authorship. Detailed information at Creative Commons site: https://creativecommons.org/licenses/by/4.0/
Permissions for open-access journals
If the article is published in open-access under CC BY 4.0 or CC BY-NC 4.0 (which was possible till the 15th of December, 2018) licenses, users may reproduce it in accordance with their terms.
Additionally, if the article had been published under CC BY-NC 4.0 (this license authorizes others to download your works and share them with others as long as they indicate your authorship, but they can’t use them commercially in any case.), the use for the following commercial purposes requires permission:
– reproduction of content in a work or product intended for sale;
– reproduction in presentations, brochures or other marketing materials used for commercial purposes;
– distribution of the content to promote or market a person, product, course, service or organization;
– text and data mining for the purpose of creating a saleable product or product which benefits from promotional or advertising revenue;
– use of the content by a commercial entity or individual for the purposes of remuneration, directly or indirectly through sale, licensing, promotion or advertising;
– linking to the content (in an email, webpage, portable electronic device or otherwise) for the specific purpose of marketing or advertising a person, product, course, service or organization for commercial benefit.
For further details and permission requests, please contact.
