Modern methods of project management in the information technology industry

In this article the author describes the all functions and features of SCRUM method, its roles (master, owner and team). It is observed the advantages of this methodology before others. The detailed description of SCRUM work is presented in this article.

Рубрика Программирование, компьютеры и кибернетика
Вид статья
Язык английский
Дата добавления 18.08.2018
Размер файла 15,2 K

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Филатова Юлия Алексеевна

Кубанский государственный университет


В этой статье автор описывает все функции и особенности SCRUM метода, его роли (мастер, владелец и команда). Рассмотрены преимущества этой методологии перед другими. В статье представлено детальное описание работы SCRUM.

Ключевые слова: проектное управление, методология проектного управления, SCRUM, информационные технологии, IT индустрия, жизненный цикл проекта.


Filatova Iuliia Alexeevna

In this article the author describes the all functions and features of SCRUM method, its roles (master, owner and team). It is observed the advantages of this methodology before others. The detailed description of SCRUM work is presented in this article.

Keywords: project management, methodology of project management, SCRUM, information technology, IT industry, project life cycle.

master owner team scrum

In modern conditions the market of new IT projects which are used for the organizations of the most various profiles, with various organizational structures of management, with a different number of working, quickly enough develops. Their development and deployment demand big costs, operational costs, expenses of live work. At implementation of such large expenses the investor usually demands carrying out calculations for an assessment of the project efficiency.

Project Management - use of knowledge, skills, methods, means and technologies at implementation of the project with the purpose of achievement or excess of expectations of the project participants.

During the work with the IT projects use of specialized methods of project management will be very useful to the continuous progress resulting in bigger success as a result. Planning and implementation of the IT projects can be difficult for various reasons that do ability successfully to finish very valuable quality for any employer [1].

Some campaigns are suitable not only to management of IT projects, but also projects in general.

Methodologies in design management, at the correct use, reduce uncertainty.

As success of the project it is conventional to understand a situation of receiving by all interested parties of the results meeting their expectations formulated in the form of the purposes and requirements.

Encyclopedic knowledge and methods of projects management allow solving such problems as:

definition is more whole than the project;

preparation of justification of the project;

structuring (local goals, subprojects, phases, etc.);

definition of financial requirements and sources of financing;

selection of suppliers, contractors and other performers (on the basis of bidding procedures and competitions);

preparation and conclusion of contracts;

calculation of the estimate and budget of the project;

determination of terms of implementation of the project and development of the schedule of realization;

control of the course of implementation of the project and entering of amendments into the plan of realization;

risk management in the project;

ensuring control of the course of implementation of the project [2].

There are two types or levels of project management methodology (Table 1).

Table 1 - Two types of project management methodology

Project Management Processes

Project Life Cycle

contain the list of high-level processes, the technician and artifacts which are desirable on the project. PMI PMBOK, IPMA ICB, PRINCE2, SWEBOK and some other less known have these kinds of standards. The most widespread and widely applied in the world - PMBOK. On PMBOK there is a program of certification of PMP - the most quoted certificate in the field of project management.

standards the defining concrete phases of the project, concrete interrelations between phases, concrete templates of artifacts, concrete processes, with recommendations about their statement belong. It is clear, that accurate recommendations can be made only for specific industry.

In software development industry there are the following types of standards: Waterfall; Agile and its versions: SCRUM, Lean, Kanban, MSF, RUP and others. The most popular among them is SCRUM.

The Scrum method is oriented on result and focus on the client. It is difficult to find more customer-oriented approach as when using Scrum of a method the client (the owner of a product) constantly monitors the project at different stages of performance that he/she promotes obtaining desirable result and as much as possible reduces risk of misunderstanding between the client and the company. It is one of the most popular methodologies of flexible development. One of the reasons of its popularity is simplicity. Scrum includes itself several roles, namely:

The owner of a product is a person representing the interests of the client. The owner of a product is interested in the qualitative final product, is in a continuous communication with team of the project and traces each stage of work. Product Owner sets tasks to team, but he/she has no right to set tasks to the specific member of design team during sprint [3].

The Scrum-master is the project manager. The master is responsible not only for result, but also for work performance process, monitors execution of the principles of Scrum. He/she is responsible for short meetings, helps team to be improved and eliminate hindrances constantly. Scrum Master conducts Daily Scrum Meeting and monitors progress of team through Sprint Backlog, noting the status of all tasks in sprint. Scrum Master can also help Product Owner to create Backlog for team [1].

Scrum-team is a self-organized team working on the project. The team knows and uses all principles of work on the Scrum method. The size of team is limited to the size of group of the people capable to interact effectively face to face. The typical team size - 7 [5].

The team in Scrum is multifunctional. People with various skills - developers, analysts, testers enter it. There are no in advance defined and divided roles in team limiting the field of team members' actions. The team consists of engineers who make the contribution to the general success of the project according to the abilities and design need.

For simplification of communications the team has to be in one place. It is preferable to place team not in cubes, and in one general room to reduce obstacles for free communication. The team needs to provide all necessary for comfortable work, to provide with boards and flipchart, to provide all necessary tools and the environment for work.

In Scrum iteration is called Sprint. Its duration makes 1 month (30 days). Sprint is a result of a build product which can be delivered to the customer (at least, the system has to be ready to display to the customer). Short sprints provide fast feedback to the design command from the customer. The customer has an opportunity to operate flexibly system scope, estimating result of sprint and offering improvements to the created functionality. Getting to work on the project, it is necessary to create “backlog” - the list of necessary tasks. In process of advance of tasks they change in the status and pass from “backlog” at first

“in work”, and later - in “is made” [3].

Each sprint represents small “waterfalls”. During sprint all works on collecting requirements, design, coding and testing of a product become. Scope of sprint has to be fixed. It allows the command to give obligations on that amount of works which has to be made in sprint. It means that Sprint Backlog cannot be changed by anybody, except team.

At the beginning planning of sprint is carried out. Customers, users, management, Product Owner, Scrum Master and team participate in planning of sprint.

Sprint Abnormal Termination is made in exclusive situations. The sprint can be stopped before the allotted 30 days end. The team can stop sprint if understands that it cannot achieve the sprint objectives in the allowed time. The sprint can stop Product Owner if necessity for achievement of sprint goals has disappeared [4].

After a stop of sprint the meeting with team where the sprint stop reasons are discussed is held. After that the new sprint begins: its planning is made and works are started.

The team shows the product increment created for the last sprint. Product Owner, management, customers, users, in turn, estimate it. The team tells about what objectives have been solved, what obstacles have been had on the way, what decisions have been made, what problems remained unresolved. On the basis review the owner can draw conclusions on how the system has to be developed further.

Scrum Master is responsible for the organization and holding this meeting. The team helps to make an agenda and to plan who and in what sequence will represent it.

All projects in the sphere of information technologies move at the expense of business requirements. For the head complexity presents the translation of these business requirements to the final product which will satisfy with all needs of business.

In the conditions of competition growth application of project management methodology becomes a necessary element of business processes.

Today competently built control system of projects is competitive advantage, allowing reducing time of implementation of projects and reducing their cost.

Thus, particular advantage of use of Scrum methodology is decrease in risks of the company. The company customer continuously watches implementation of the order, receiving step-by-step commissioning of the project. It minimizes risks of receiving low-quality work and accelerates feedback. The methodology of Scrum is useful to business by the fact that it quickly answers a question: whether we will be able to earn money if we make this or that?


1. Grekul, V. I., Korovkina, N. L., Kupriyanov, Yu. V. Bases of information technologies.

2. Methodical bases of management of IT projects. Publishing house: INTUITIONALIST, BING., 2011.

3. Jeffrey, K. Pinto. Project Management: achieving competitive advantage, 4th edition, 2016. - 562 pages.

4. Popov, Yu. I., Yakovenko, O. V. Project management. M.: INFRA-M, 2007. - 208 pages.

5. Svetlov, N. M., Svetlova, G. N. Information technologies of project management: Manual. M.: FGOU VPO RGAU-MSHA of K. A. Timiryazev, 2007.

6. Voropayev, V. I. Project management in Russia. - M.: Alans, 1995. - 225 pages.

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