agile project management (scrum)

IMPLEMENTING AGILE PROJECT MANAGEMENT (SCRUM) APPROACH IN THE DEVELOPMENT OF BUILDING PROJECTS EFFORTS BY MAULIK PARELIYA UC2813

GUIDE MR. SUNNY PATEL CO-GUIDE DR. DEVANSHU PANDIT

IMPLEMENTING AGILE PROJECT MANAGEMENT (SCRUM) APPROACH IN THE DEVELOPMENT OF BUILDING PROJECTS

UNDER GRADUATE PROGRAMME IN FACULTY OF TECHNOLOGY Student Name

:

MAULIK PARELIYA (UC2813)

Thesis Title

:

Implementing Agile Project Management (SCRUM) In the development of Building Projects.

APPROVAL The above titled study by the student is approved as a creditable work on the approved subject carried out and presented in a manner, sufficiently satisfactory to warrant its acceptance as a pre-requisite for the degree of Bachelor of Construction Technology for which it has been submitted. It is to be understood that by this approval, the undersigned do not endorse or approve the statements made, opinions expressed, or conclusion drawn therein but approves the study only for the purpose for which it has been submitted by him/her and satisfies the requirements laid down in the academic program.

Signature of the Guide Mr. Sunny Patel

Dean, Faculty of Technology Dr. Paresh Shah

Signature of the Co-guide Dr. Devanshu Pandit

Maulik Pareliya UC2813

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DECLARATION This dissertation is the result of my own work and includes nothing, which is the outcome of work done in collaboration except where specifically indicated in the text. It has not been previously submitted, in part or whole, to any university of institution for any degree, diploma, or other qualification. In accordance with the Thesis rules, Regulation and Format 2017-18. This Thesis does not exceed the page limit of 60 pages. This excludes pages for appendices, indices & bibliography, certificate etc.

Date: Signed:

Maulik Pareliya UC2813 CEPT University, Ahmedabad


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ACKNOWLEDGEMENT As a part of curriculum and for the partial fulfilment of my degree I am required to write a thesis. I am very fortunate to have this opportunity. Also, thank all the classmates for being supportive and giving me everlasting memories. Thesis is the most important phase for a student to taste the freedom of working on own research. I take this privilege to thank all the people who helped me throughout this duration. I sincerely express my honour and gratitude towards Mr. Sunny Patel and Dr. Devanshu Pandit, for being my guide and co-guide on this wonderful journey. I would like to thank people working at PSP Projects Ltd. Specially Shubham Bhute, Jaimin Patel and Rahul Patel for their support & guidance, which made my thesis better. I am also thankful to Shruti Punjabi, Reddhi Bhatt, Jignesh Maheshwari, Arshit Dhruv, Chintan Patel, Kunal Chhaiya, Rahul Dagli, Meet jetly and Yogi Jesalpura for their constant support and encouragement. I am also thankful to my thesis co-ordinators, Dr. C. B. Shah and Dr. Paresh Shah for their vivid guidance throughout my thesis. Most importantly, I am forever thankful to my parents Sanjay Pareliya and Bhavna Pareliya for being the pillars of my strength and my uncle Vishal Parmar who has been extremely supportive of me all the way. And would like to thank everyone who have contributed to help me successfully complete my thesis. Maulik Pareliya


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ABSTRACT At present, project management is a highly discussed topic. The way of project management methodology has not changed significantly from 60’s. in different sectors, construction market, technology and the way project are procured today has changed. This situation lead to a problem, where a managerial perspective and how construction projects are executed has a large gap in between. This is the reason to change and looking for new project management approaches in future. Basically, agile project management approach is adopted from IT department, from where it has grown through empirical processes. It is mainly suited for complex projects, where it is difficult to specify requirement and final deliverables in advance. It is adopted by so many industries other IT department, where are able to detect the problems by repetitive tests and constant improvements. This thesis has researched, what are the opportunities and benefits to implement agile project management approach in construction phase (execution phase) of any building project. There are many advantages found of implementing agile approach to increase participation of each member of development team in the project compared to present situation. Moreover, it increases client’s involvement and more focused employees group. On the other hand, it decreases delay, uncertainty and risk involvement during the construction phase. it is also focused on time management and regular meetings, that will be beneficial to keeping track of project’s progress. Keywords: Agile project management, Scrum, Project management, Construction phase, Building projects, Adaptive to change, Construction projects


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ABBREVIATION PM – Project Management APM – Agile Project Management MSP – Microsoft Project MS – Microsoft DPR – Daily Progress Report BIM – Building Information Modelling CAD – Computer Aided Design


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INDEX 1

INTRODUCTION................................................................................................................................ 1

1.1 1.1.1 1.2 1.3 1.4 1.5 1.6 1.7 2

LITERATURE SURVEY .................................................................................................................... 5

2.1 2.2 2.3 2.3.1 2.3.2 2.3.3 2.3.4 2.3.5 2.3.6 2.4 3 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 4

BACKGROUND ............................................................................................................................... 1 AGILE PROJECT MANAGEMENT ................................................................................................ 1 NEED FOR STUDY .......................................................................................................................... 2 OBJECTIVE ..................................................................................................................................... 2 PURPOSE.......................................................................................................................................... 2 SCOPE OF WORK ........................................................................................................................... 2 STUDY TIMELINE .......................................................................................................................... 3 RESEARCH QUESTION ................................................................................................................. 3

PROJECT MANAGEMENT BOOK OF KNOWLEDGE:.............................................................. 5 TRADITIONAL/WATERFALL PROJECT MANAGEMENT: ..................................................... 5 SCRUM ............................................................................................................................................. 6 INTRODUCTION............................................................................................................................ 6 HISTORY ........................................................................................................................................ 6 OVERVIEW .................................................................................................................................... 6 SCRUM ROLES .............................................................................................................................. 7 SCRUM ARTIFACTS...................................................................................................................... 7 SCRUM PROCESSES ..................................................................................................................... 8 SUMMARY OF LITERATURE REVIEW: ..................................................................................... 9

RESEARCH METHODOLOGY ...................................................................................................... 11 CHOSEN RESEARCH METHOD ................................................................................................. 11 REFLECTION OF CHOSEN METHOD ....................................................................................... 11 DATA............................................................................................................................................... 11 QUESTIONNAIRE SURVEY ........................................................................................................ 11 CHOICES OF RESPONDENTS..................................................................................................... 12 CASE STUDY ................................................................................................................................. 12 PSP PROJECTS LTD. .................................................................................................................... 12 RESEARCH ETHICS ..................................................................................................................... 12 DATA COLLECTION....................................................................................................................... 13

4.1 QUESTIONNARE SURVEY FORM ............................................................................................. 13 4.1.1 RESPONDENT’S PERSONAL DETAILS ..................................................................................... 13 4.1.2 PROJECT DETAILS...................................................................................................................... 13 4.1.3 SCRUM SURVEY ......................................................................................................................... 13 4.2 DATA COLLECTION FROM CASE STUDIES ........................................................................... 14 4.2.1 CASE STUDY DETAILS .............................................................................................................. 14 4.2.2 LIST OF DATA AVAILABLE....................................................................................................... 17 4.2.3 LIST OF FORMATS AVAILABLE ............................................................................................... 17 5

DATA ANALYSIS ............................................................................................................................. 19

5.1 QUESTIONNAIRE RESPONSES .................................................................................................. 19 5.1.1 RESPONSES FOR 7 FACTORS .................................................................................................... 20 5.1.2 AVERAGE FACTOR ANALYSIS ................................................................................................. 23 5.2 ANALYSIS OF CASE STUDIES .................................................................................................... 24 5.2.1 BURN-DOWN CHART ................................................................................................................. 24


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5.2.2 PERCENT DELAY ....................................................................................................................... 27 5.3 PREDICTIVE VS. ADAPTIVE PROCESS ................................................................................... 28 5.4 COMPLEXITY OF PROJCETS TO IMPLEMENT SCRUM ...................................................... 29 5.5 ROADBLOCKS/DRAWBACKS OF AGILE PROJECT MANAGEMENT APPROACH IN CONSTRUCTION INDUSTRY .............................................................................................................. 30 6 6.1 6.2 6.3

CONCLUSION .................................................................................................................................. 33 RESEARCH QUESTIONS ............................................................................................................. 33 ANSWERS ...................................................................................................................................... 33 RECOMMENDATIONS ................................................................................................................ 34

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FUTURE RESEARCH AREAS ........................................................................................................ 35

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LIST OF ANNEXURES .................................................................................................................... 37

8.1 8.2 8.3 8.4 8.5 8.6 9 9.1

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ANNEXURE 1................................................................................................................................. 37 ANNEXURE 2................................................................................................................................. 43 ANNEXURE 3................................................................................................................................. 44 ANNEXURE 4................................................................................................................................. 45 ANNEXURE 5................................................................................................................................. 46 ANNEXURE 6................................................................................................................................. 48 REFERENCES .................................................................................................................................. 49 LITERATURE ................................................................................................................................ 49



LIST OF FIGURES Figure 1 Project Management process as per PMBOK .................................................................... 5 Figure 2 Traditional/Waterfall project management process ............................................................ 6 Figure 3 SCRUM Methodology[4] ................................................................................................... 8 Figure 4 7 factors for success of SCRUM ..................................................................................... 20 Figure 5 More Communication within team .................................................................................. 20 Figure 6 Participation of each member .......................................................................................... 21 Figure 7 Few levels of management .............................................................................................. 21 Figure 8 Widely shared information .............................................................................................. 22 Figure 9 Adaptive to change ......................................................................................................... 22 Figure 10 Continuous Improvements ............................................................................................ 22 Figure 11 Self-controlled team ...................................................................................................... 23 Figure 12 Average Ratings of Factors identified from Literature ................................................... 23 Figure 13 Methodology of data Analysis....................................................................................... 24 Figure 14 ONE42 Burndown chart................................................................................................ 25 Figure 15 IBIS Brigade Hotel Burndown chart.............................................................................. 26 Figure 16 Percent delay chart of ONE42 ....................................................................................... 27 Figure 17 Percent Delay of IBIS Brigade Hotel............................................................................. 27 Figure 18 Predictive approach in Construction Projects ................................................................ 28 Figure 19 Adaptive approach in Construction Projects .................................................................. 29 Figure 20 Complexity of projects to implement Agile project management tool ............................ 30 Figure 21 Real impact of APM on construction projects ............................................................... 34

LIST OF TABLES Table 1 Research Timeline.............................................................................................................. 3 Table 2 Literature Findings ............................................................................................................. 9 Table 3 Project details of Case studies .......................................................................................... 15 Table 4 SCRUM deatils of Case studies ........................................................................................ 16 Table 5 List of documents available on selected Case studies ........................................................ 17


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1 INTRODUCTION This introduction will give reader a brief explanation about the background of agile project management and the associated problem with the topic of chosen thesis. It will also introduce the reader to the present agile project management approach and purpose of the study along with clarification used in the thesis.

1.1 BACKGROUND ” Project management is today a current area undergoing intensive development.” (Tonnquist, 2006) Project management is a key to finding the way of managing, controlling and co-ordinating any size of the projects by choosing working methods, defining project roles, simplifying project reporting and constantly following project planning throughout the project. Today, project management often affects the entire organization, be it a small company or a larger public company. It’s been half a century of managing projects with using traditional methods and on which the development relies. The actual way of managing projects have changed now. There is a gap between a traditional view on managing construction projects and new methods of managing projects that creates uncertainty within the company and the people working there. People today are sometimes aware that they are working in a way that does not always confuse the management view. Investigating and defining how projects are actually managed and executed today can reduce uncertainty and confusion. Another possibility could be to explore the possibilities of using an already defined management approach, which is the subject of this thesis.[1] [2] In the construction phase of a project, when all the things are designed and planned, a possibility of influencing design and planning is very low. Moreover, the amount of money spent increases constantly in this phase. Once the construction phase of the project starts, not recognizing the mistakes and errors may become very costly in term of time wasted and in money spent. So, it is necessary to observe these mistakes and errors to make them unrepeatable. [3] 1.1.1 AGILE PROJECT MANAGEMENT “A traditional project manager focuses on following the plan with minimal changes, whereas an agile leader focuses on adapting successfully to inevitable changes.” (Jim Highsmith, Agile Project Management: Creating Innovative Products) Agile project management has its roots in the software development industry, and it has developed through empirical progress. This methodology’s uses are not limited to that industry. It defines values and principles, that can be adopted by other industry as well. Moreover, it includes different tools and methods of conduction a project, which will lead to follow its values and principles. The agile methodologies are widely used by the software development industry where the customer recognized his need and improving it by repeated tests.[1] “Agile is a substantial and nuanced change to the way you think about doing things. It’s an organizational change.” (Justin warren, PivotNine, Melbourne, Australia) Following are the main concepts within the agile project management: 1. Adoption to change 2. Collaboration between people Maulik Pareliya UC2813

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1.2 NEED FOR STUDY There is a large number of money invested in a construction projects. These projects actually shape our city and surroundings. This is the reason why number of real estate investor is increasing and construction projects have been most successful throughout history. It creates few incentives to change the way a construction project is carried out today. Though it is necessary to accept that market is changing constantly and the construction industry must take countermeasures to keep up.[4] A traditional concept of management, the responsibilities and authorities are defined in a hierarchy so if a middle level chain is broken than the ground level subjects is failed. In agile concept, the basic belief is to keep all responsibilities & authorities on the same level such that even if there is a failure in single subject, the remaining subject can work efficiently in their sectors. The basic concept of management is that the number of people & activities to be managed are directly proportion to the no. of problems and issues to be addressed in management. Agile management could be beneficial in minimizing the delays in construction sector such as faults in execution, hoarding of technical instructions, poor planning, misconduct in material usage etc.

1.3 OBJECTIVE To study the application of agile project management (Scrum) and its resulting effects on the development of building projects.

1.4 PURPOSE The purpose of this thesis is divided in following three parts: 1. To introduce the agile project management approach to construction projects. 2. To compare data with the traditional approach of construction industry to see what benefits are there. 3. To explore what PSP Projects Pvt. Ltd. might gain by implementing agile project management (Scrum) during the construction phase.

1.5 SCOPE OF WORK The scope of work is limited to the construction phase of projects. Opportunities, disadvantages or other potential impacts that could exist on other types of projects or other phases of construction projects are not considered. It also limited itself to comparing the agile project management approach with the traditional approach of the construction industry. However, changing an organization and implementing a new management method is a big issue that needs to be further explored and that is discussed briefly in this thesis. Taking into consideration two case studies of building projects of Ahmedabad. Where in SCRUM methodology is being used in construction phase of the projects.

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1.6 STUDY TIMELINE Table 1 Research Timeline

No

Activity

1

Literature Survey

2

Data Collection

3

Data Analysis

4

Data Compilation

5

Conclusion

6

Report Drafting & Final submission

December

January

February

March

April

1 BLOCK = 15 Days

1.7 RESEARCH QUESTION Following is the research question and the topic of this thesis: What are the benefits of implementing Agile project management in the construction phase of construction projects? Following question has to be investigated to get possible answers: What are the possibilities to implement agile project management in the construction phase of projects?


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2 LITERATURE SURVEY 2.1 PROJECT MANAGEMENT BOOK OF KNOWLEDGE: The Project Management Body Of Knowledge (PMBOK) guide is a set of knowledge that gives information about the project management skills, tools, application and techniques. It has guidelines to manage any individual or large-scale project. It is made based on global standards for the worldwide application as a project management profession along with other professions such as accounting, law and medicines. These standards are formal document that deeply explains about the project norms, advance practices, methods and processes for the project success. The PMBOK framework is mainly divided into following stages: Initiation, Planning, Executing, Controlling and Closing/Handling over. The PMBOK Guide also provides and promotes a common vocabulary within the project management profession for using and applying project management concepts. A common vocabulary is an essential element of a professional discipline. The PMI Lexicon of Project Management Terms provides the foundational professional vocabulary that can be consistently used by project, program, and portfolio managers and other stakeholders.[5]

INITIATION

PLANNING

EXECUTION

CONTROLLING

CLOSING/ HANDLING OVER

Figure 1 Project Management process as per PMBOK

2.2 TRADITIONAL/WATERFALL PROJECT MANAGEMENT: Traditional project management is used worldwide in construction industries. It is also known as Waterfall project management. Traditional project management is consist of one predefined path that whole organization follows, which includes following five stages: Initiation, Planning, Execution, Monitoring and controlling, Closing. It has a set of construction techniques that helps project to achieve success on time, within budget and to fulfil given specifications. It is mostly used where the changes to be made during construction is very rare. Traditional project management is mainly based on the experience and tools. Traditional project management has been used in creating some of the biggest projects, from building Taj mahal to the intercountry railroads. These large-scale projects helped project management to grow progressively. As a result, the ultimate goal was to complete the project following below predefined sequence of traditional project management.


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INITIATION

PLANNING

EXECUTION

•Establish the ultimate goal •Defining the objectives •listing possibel risks and obstacles

•Identifying project activities •Estimating activity duration •Determining necessary resources •Analysing and constructing the project network •Developing a project documented plan

•Carrying out the project plan Regularly •evaluating the project's quality •Recruiting and organizing a project team •Distributing and needed information •Scheduling and documenting work packages

MONITORING & CONTROL •Controlling the scope change •controlling the cost •Controlling the quality •Establish a progress reporting system •Revising the project paln

CLOSING

• Obtaining client acceptence • Closing out the contract • Issuing the final report • Making recommend ation and sharing lessons for the future projects

Figure 2 Traditional/Waterfall project management process

2.3 SCRUM 2.3.1 INTRODUCTION Scrum is completely based on agile software development practices, especially the scrum approach was applied to software product management. This is to inform you that Agile project management tools differ significantly from regular software development and management tools. 2.3.2 HISTORY Scrum was taught first time in mid 80’s of 20th century, when two Japanese professors from management practices Hirotaka Takeuchi and Ikujiro Nonaka have published an article “New production development game”. They wanted to improve production processes by working with people from different areas of an organization work together as a team. These teams conduct a complete development from the beginning to end. They have argued that this had a negative impact on the productivity and delivering quality within the teams. This approach to management is called “rugby” approach. Where the team works together, passes the ball back and forth and moves as a unit. That term is known as Scrummage & from that the word “Scrum” is derived. After some years, two American software developer Jeff Sutherland and Ken Schwaber jointly represented a framework for product development at a conference held in Texas in 1995, which they called Scrum and That was mainly focused on the software industry. After successful implementation, it gained knowledge and experience to work with it in other industries.[4] 2.3.3 OVERVIEW A Scrum project involves a collaborative effort to create a new product, service, or other result as defined in the Project Vision Statement. Projects are impacted by constraints of time, cost, scope, 6 Maulik Pareliya UC2813


quality, resources, organizational capabilities, and other limitations that make them difficult to plan, execute, manage, and ultimately succeed. However, successful implementation of the results of a finished project provides significant business benefits to an organization. It is therefore important for organizations to select and practice an appropriate project management approach.[5] Scrum is one of the most popular Agile methods. It is an adaptive, iterative, fast, flexible, and effective framework designed to deliver significant value quickly and throughout a project. Scrum ensures transparency in communication and creates an environment of collective accountability and continuous progress.[5] 2.3.4 SCRUM ROLES Scrum mainly defines four roles: Scrum Team Scrum Team contains the Development team and a Project/Product Owner. Ideally, it is comprised of maximum 10 people. Development Team Development Team is the one who actually implements the work on a project. An ideal development team consists of the people who has necessary skills and planning of doing task. Scrum Master The Scrum Master makes sure that the team can work unrestrained and possible roadblocks for the team are treated accordingly. The Scrum Master ensures that everyone participates in daily meetings, keeping everyone up to date on the latest developments. Product Owner/ Project Owner Project Owner is not a part of the development team. That is the person who manages what the team works on during a Sprint, comparable to a Project Manager in a typical software development process. The Product Owner is the Scrum team member who is responsible for prioritizing/changing and adding items to the Product Backlog, based on feedback from the customer and other stakeholders. He or she is the link between the business and development.

2.3.5 SCRUM ARTIFACTS The level of artifacts consists of: 1) Releases 2) Sprint 3) Backlog Items 4) Tasks Release Release is a combination of work achieved in number of sprints. In construction industry, Release is defines as one activity and sprints are defined as sub-activities. In practice this sprints vary from activity to activity. Sprint Sprint can be defined as a sub activity as explained above. In construction industry, it can be a period of work performed in 30 days or less to create deliverables. As the level of activities are more in construction industry, sub-sprints can be generated (Example: Tower to floor to elements) Maulik Pareliya UC2813

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Backlog Items Backlog items are the set of backlogs, Sprint backlogs and product backlogs. Where, backlog is the description of work to be performed for the particular sprint. Sprint backlog is work to be done during the ongoing sprint and the product backlog is description about work to be done for the whole project. Task A backlog items is broken into the small work is called tasks. Tasks are generally estimated in hours. Every scrum development team member has to choose the task he or she want to work for the particular day. Tasks are depends on which element he or she is doing. Normally, these tasks lies between 5 to 20 hours.

2.3.6 SCRUM PROCESSES • • •

Sprint Planning Meeting Daily Scrum/Stand-up Sprint Review

The Sprint Planning The sprint meetings are held in cooperation with the product owner/project owner. In which, each member of development team decide to take up a sprint which is moved from product backlog to sprint backlog. Daily Scrum Each scrum meeting runs daily for around 15 minutes, during which the project manager asks three questions: 1. What did you do yesterday or since last scrum meeting? 2. What are you doing today or going to do today? 3.What will you do before next scrum meeting? Sprint Review In the sprint review, the product owner/project owner reviews each sprint chosen by the development team members, that is explained to customers or the stakeholders. Along with the demonstration. This is the only time when the customers or the stakeholders can give inputs or suggestions to the project owner.

Figure 3 SCRUM Methodology[4]

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2.4 SUMMARY OF LITERATURE REVIEW: Table 2 Literature Findings

Name of the publication Implementation of Scrum in the Construction Industry

Authors

Streule, Thomas Miserini, Nino Bartlomé, Olin Klippel, Michael De Soto, Borja García Method for Rasnacis, Arturs Adaptation and Berzisa, Solvita Implementation of Agile Project Management Methodology Does Lean & Agile Project Management Help Coping with Project Complexity?

Sohi, Afshin Jalali Hertogh, Marcel Bosch-Rekveldt, Marian Blom, Rianne

Findings The people who do the real work are in the development team. The members of this team are all the same (no project manager) and although each individual has his or her area of expertise, the team as a whole is responsible.[2] Any employer involved in the change process must be confident in the capabilities of the Agile PM methodology and its usefulness in achieving the project goals. One of the recommended restructuring methods to prepare for implementing the Agile PM methodology is adaptation, which includes the following steps: awareness, desire, competence, promotion, and transfer.[7] The lean approach has limitations in building projects, but the combination of lean and agile has been accepted as a solution. Currently agile project management is rarely used in construction projects. The aim of this paper was to investigate whether lean and agile methodologies can be used in projects to positively influence performance by dealing with complexity.[6]

Following are the common factors identified for the literature survey of scrum : • More communication within team • Participation of each member • Few levels of management • Widely shared information • Adaptive to change • Continuous improvements • Self-controlled


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3 RESEARCH METHODOLOGY The Research Questions and Research objective described in the introduction chapter results in following selection of research method.

3.1 CHOSEN RESEARCH METHOD The research method for this thesis is combination of qualitative and quantitative. For the qualitative part, Questionnaire survey is conducted to know the process of execution in terms of project management. Moreover, These survey forms are conducted with the higher authorities of particular projects (Project Managers, Planning Head, etc.) and people who has knowledge of scrum or agile project management. For the Quantitative part, Basically three projects were considered. From that, two projects were using Agile Project Management (Scrum) approach in the construction phase of the project and third project was following traditional project management approach in the construction phase of the project. In three of these projects, project managers of the particular projects were also interviewed to get the opinion about how the construction phase is managed through agile project management. Literature study is done before and during the thesis. In the beginning, Questionnaire forms were mainly focused on theoretical knowledge that how one can apply agile project management tool in the construction phase of projects and to learn what actually agile project management approach means. As this was a new subject at the time of thesis, The interviews raised new topics that had to be included in this work, which is why the literature review was extended.

3.2 REFLECTION OF CHOSEN METHOD The qualitative approach was chosen to gain understanding of this topic. It is less structured and more explorative than the quantitative approach and it is suitable for observing organisation, groups or individuals and the quantitative approach was chosen to compare primary data, which are collected from projects selected as case studies. The chosen research process allowed the exploration of new areas that are relevant to the topic. However, a thesis needs boundaries and therefore some areas have not been considered. Some of these topics are mentioned in Chapter 7 Future Research Areas.

3.3 DATA In this research, primary and secondary data has been used. The primary data comes from the case studies and interviews and the secondary data is consist of literature study and knowledge gained from research papers.

3.4 QUESTIONNAIRE SURVEY Questionnaire is prepared based on the literature study. It is mainly divided into following three parts: 1. Respondent’s Details 2. Project Details 3. Scrum survey form In which, Respondents have to fill their personal details and project details on which they are working. Leading to Scrum survey form, the questions were mainly focused on scrum as whole. From knowledge to on project working conditions. From daily scrum meetings to scrum retrospective. The main focus of questionnaire survey to know the importance of identified 7 factors. These 7 factors was identified during the literature survey, so the respondents has to rate the importance of all these 7 factors between 1-5. In which, 1 indicates least important and 5 is for extremely important. At the Maulik Pareliya UC2813

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end respondents were free to give their suggestions, recommendations and views about the agile project management/Scrum.

3.5 CHOICES OF RESPONDENTS There were few civil engineers and project managers who has knowledge about the agile project management. The main focus was to get responses from people who know what an agile project management and scrum really is. So the questionnaire form was only filled by these people. On all three projects of PSP projects Ltd., on site execution team had knowledge about agile project management and Scrum. So all the members of development team has filled the questionnaire form and few people from Bangalore has also filled this survey, which were employed in construction and IT departments.

3.6 CASE STUDY As this research is conducted with the help of PSP Projects Ltd., case studies are chosen from their ongoing projects in Ahmedabad. It has been done through observation during participation. Which means, researcher has to participate in daily scrum meetings to know some insights during this time. It is also a useful supplement to interviews because it gives insight into what people actually do and think, not just what they claim. Working on projects of PSP, and possibilities to access their way of documentation and reporting, in office conversations has contributed to the contextual awareness of the outcome of the research.

3.7 PSP PROJECTS LTD. PSP Projects Ltd. is a multidisciplinary construction company offering a diversified range of construction and allied services across industrial, institutional, government, government residential and residential projects in India. They provide services across the construction value chain, ranging from planning and design to construction and post-construction activities to private and public sector enterprises. Historically, we have focused on projects in the Gujarat region. They have completed and continue to undertake construction projects in this region. More recently, they have geographically diversified their portfolio of services and are undertaking or have bid for projects pan India.[8] Over the years, They have successfully executed a number of prestigious projects across Gujarat. One of the first major projects that they have completed was the construction of the GCS Medical College, Hospital and Research Centre (managed by the Gujarat Cancer Society) in June 2012. Subsequently, they have successfully executed a number of prestigious projects, including, inter alia, the construction and interior works of Swarnim Sankul 01 and 02 at Gandhinagar, the construction of the Zydus Hospital at Ahmedabad, and various works in relation to the Sabarmati Riverfront Development project at Ahmedabad. Further, they have completed or are currently undertaking projects for a number of reputed customers.[8] Their execution capabilities have grown significantly with time, both in terms of the size of projects that they bid for and execute, and the number of projects that they execute simultaneously. Since their incorporation in August 2008, they have executed over 71 projects as of November 30, 2016. Their Chairman and Managing Director and CEO, namely Prahaladbhai Shivrambhai Patel, who is also their Promoter, has been associated with the construction business for over 30 years and has been instrumental in the growth of PSP Project Ltd.[8]

3.8 RESEARCH ETHICS While being a part of daily scrum meetings, the members of development team have been observed anonymously. This will allow members to speak freely and not to keep them restricted by their colleagues and client company. 12 Maulik Pareliya UC2813


4 DATA COLLECTION This chapter will present the preparation of questionnaire survey form, data collected from the case studies and on-site observation. Each of the section is structured according to the topic and findings from on-site observations.

4.1 QUESTIONNARE SURVEY FORM Questionnaire survey form is prepared based on the literature study. While doing the literature study, some of the important questions, topics and data was observed. The data observed from literature study was categorised further into topics it belongs. Based on the data observed, the entire survey form was divided into following three parts: 1. Respondent’s personal Details 2. Project details 3. Scrum survey Respondents for this questionnaire survey form was selected based on which type of project they are working on. Respondents were limited to construction industry and who has knowledge about the agile project management/Scrum. Finally, the survey was sent to 35 possible respondents. The questionnaire form was limited to respondent in Ahmedabad and Bangalore. In initial stage, it was limited to Ahmedabad only. However, I have visited Bangalore for an agile project management workshop (Introduction to Scrum), I have requested some people to fill the questionnaire form by sharing the link of google forms. The questionnaire was prepared in google forms and the link was shared by mail to every respondents. The format of questionnaire survey form is attached in Annexure 1. 4.1.1 RESPONDENT’S PERSONAL DETAILS As stated above, Respondents were selected based on their profession. The main target group was, people who are currently working on project which are using any agile project management tool or scrum in any phase of their project and who has knowledge about the agile project management approach and tools. This section of the questionnaire survey form contains the basic information (Name and contact), employment industry, working experience in construction field and their role on project. This is to identify the experience in industry they are currently working. Experience of work by using agile project management approach/Scrum tool on agile projects. 4.1.2 PROJECT DETAILS This section of the questionnaire survey form represents details about projects, on which the respondents are employed. It consist of data like name and location of project, No. of employees working on their project and Project’s annual revenue. These details were included in survey form to get deeply knowledge about the projects they are working on. We can know that, which companies are using agile project management on their projects and level of complexity of their project. Followed by what project management methodology companies are using on their current and past projects. 4.1.3 SCRUM SURVEY In this section, total 16 questions were asked to respondent, which all are related to Scrum along with suggestions and recommendations. This section was mainly based on scrum generalised questions. The respondents were asked the questions about scrum role, scrum artifacts and scrum processes. Maulik Pareliya UC2813

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Scrum processes is one of the major factor for well implementation of scrum on any project. There were questions about daily scrum follow up. Some of the important questions are listed below: • • • • • • • • •

How often is scrum used in your company? In which phase scrum is applied in your company? Is scrum really working on your project?   Is there any gap between the way scrum teams are run and the way rest of the company is managed?   How successful are your projects, if it is managed from APM? What are the success factor that lead your company to adopt scrum?   Are there any challenges faced by your organization in achieving goals with Scrum?   Does your team hold scrum meeting daily?   What are the impacts of Scrum in construction industry as per your experience?

Apart from these questions, the most important questions was about rating factors, that are identified from the literature study. The reason to include these 7 factor was, during literature study, I have observed some statements that strongly favouring the agile project management approach and these factors were completely opposite of traditional/waterfall project management approach. By rating this factors, we can get the result about how important are these factors as per the respondents, person who actually working on site. Necessity of these factors may also analyse. Following is the list of factors that were identified: • • • • • • •

More communication within team Participation of each member Few levels of management Widely shared information Adaptive to change Continuous improvements Self-controlled

In the questionnaire survey form, the respondents has to rate the importance of all these 7 factors between 1-5. In which, 1 indicates least important and 5 is for extremely important. At the end respondents were free to give their suggestions, recommendations and views about the agile project management/Scrum.

4.2 DATA COLLECTION FROM CASE STUDIES The main reason for doing this research is to compare on-site scenario while implementing Agile project management. As a part of quantitative research, selection of case studies was very difficult. The reason behind that, there are only such companies in India, which are using Agile project management approach/Scrum in any phase of project. Luckily, PSP Projects Ltd were using agile approach in some of their projects within Gujarat. Basically, three projects were considered among all of their projects. From that, two project were following agile project management approach and one was following traditional/waterfall project management approach in construction phase of their project. 4.2.1 CASE STUDY DETAILS As this thesis is also focused on quantitative part, selection of case studies was done in terms of project management approach. Further, this thesis will represent project management approach in 14



term of progress, all the data regarding project progress have been collected. Below table consists of general site details and basic scrum details: Table 3 Project details of Case studies

SR.NO. DETAILS

ONE 42 AMAYA IBIS BRIGADE bSafal Seventy PROPERTIES HOTEL PROJECT DETAILS Ahmedabad GIFT city, Ahmedabad Gandhinagar

1

Location

2

Client

Farpoint LLP

3

Contractor

PSP Projects Ltd.

4

Type of Project 12 storey Commercial 9 storey towers Building

5

Current Status

6 7 8

9

Properties Brigade Group

Under Construction

PSP Projects Ltd.

Safal Engineers and Realties PSP Projects Ltd.

Hotel 18 storey Residential towers

Under Construction

Under Construction

No. of Labours 325 Area 41510 Considered (in Sq.m.) PM SCRUM methodology using

210 32600

160 18568

SCRUM

Traditional/Waterfall PM

Project Date

30th April, 2017

8th June, 2016

Start 28th April, 2017

Selection of case studies was limited to Gujarat. Therefore, the selection of case studies was done in two major cities of Gujarat, Ahmedabad and Gandhinagar. All selected case studies were building projects mainly. All the projects were under construction during in making of this thesis. PSP Projects Ltd. is a contractual firm, therefore, execution phase was conducted by them on each project. From the above table, One42 and IBIS Brigade hotel were managing their project using SCRUM in their construction project and bSafal Seventy was managing their project by following traditional project management approach. Number of labours and area of construction differs as the scale of all project were different.


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SR.NO.

DETAILS

ONE 42 AMAYA IBIS BRIGADE bSafal Seventy PROPERTIES HOTEL

SCRUM DETAILS 1 Scrum Master Planning Engineer 2 No. of Scrum 1 Master 3 Development 10 Engineers Team Size

Planning Engineer 2

-

12 Engineers

10 Engineers

4

Daily Scrum 9:30 AM meeting time

9:30 AM

-

5

Duration of Daily 15 to 30 Minutes Scrum Meeting

15 to 30 Minutes

-

6

Date of 1st September,2017 Implementation Scrum

12th 2017

7

Daily Scrum None Report method

Manual form

-

8 9

Sprint Duration Floor to Floor Cycle Sprint Meeting Once in a Week time Sprint Meeting 1 to 2 hours Duration

Weekly cycle Once in a Week

-

1 to 2 hours

-

10 11

Sprint method

September, -

Review In format of word file In format of excel with all the details and sheet comparing comments with planned quantities Table 4 SCRUM details of Case studies

As data stated in above table, It was all taken by on site observations. These data gives basic idea about scrum team and what was the scale of the project. By observing all three sites, in which Scrum is implemented, planning engineers are acting as scrum masters. Depend on the size of the project and development team, number of scrum master is being finalise. The ideal size of development team is 5-10 per scrum master. Daily scrum is the most important part to properly follow Scrum. Sincerity and regularity is must in terms of daily scrum. One of the directors of PSP Projects Ltd. introduced Scrum to the planning head and project manager in mid 2017. The planning head and project managers were told to implement Scrum in ongoing project to see the results in terms of progress. So, after researching and knowing Scrum properly, they have short-listed two projects to implement it. Both of the projects were in their initial stages and were behind schedule. Moreover, we can see the difference between two projects in terms of documentation, reporting and for proper follow up. Both the projects had their individual daily scrum formats and sprint review methods.

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4.2.2 LIST OF DATA AVAILABLE As this thesis is done in terms of progress of particular project during the construction phase, to get schedule of project is very necessary. For that, all sites have MS Project files. As scrum provides no such format for documentation or reporting. Both the sites have made their individual formats by planning engineer (Scrum master). List of documents that are necessary is listed below in terms of availability and Non-availability of data: Table 5 List of documents available on selected Case studies

SR.NO. DETAILS 1 2 3 4 5 6

ONE 42 AMAYA IBIS BRIGADE bSafal Seventy PROPERTIES HOTEL

MSP file Daily Scrum format Sprint Planning Format

Excel sheet (As per MSP) Excel sheet

Actual Sprint format Excel sheet Sprint Review Report in Word file Sprint Retrospective format

Excel sheet

Report in Word file AVAILABLE NOT AVAILABLE

4.2.3 LIST OF FORMATS AVAILABLE Daily Scrum Format- This format was prepared to keep track on daily scrum meetings. For One42 project situated in Ahmedabad has no such format for daily scrum meeting. On the other hand, IBIS Brigade hotel have prepared a format to document daily scrum meetings. The format is as per ANNEXURE 2. In which, the presence of each member is marked by scrum master and details of work for a particular day is written in front of their names. Daily Scrum Format (Filled)- This example gives an example of how case study 2 (IBIS brigade hotel) document. The example format is given in ANNEXURE 3. Sprint Planning- Sprint planning is like a daily progress report. For that both projects with Scrums have different approaches. One42 is following floor to floor (Typical floor cycle) as a single sprint. While IBIS Brigade hotel is following weekly cycle for a single sprint. For that, the planned data is taken from MS project file as per planned schedule and to compare it to actual work at the end of every sprint. The format of sprint planning is given in ANNEXURE 4. Sprint Review Report- This report is prepared at the end of every sprint, containing sprint details (duration, planned work and actual work), summery of daily scrum and conclusion of each sprint. The format given in ANNEXURE 5 is prepared by case study 1 (One42), Other case study has no such format or document that summaries each sprint in one report.


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5 DATA ANALYSIS This chapter will represent the information about how the analysis is done on the questionnaire survey form and chosen case studies in terms of progress and delay.

5.1 QUESTIONNAIRE RESPONSES The questionnaire survey form was only for targeted group of people only, as mentioned in chapter 4 (Data collection). People, who are working in construction project and having knowledge about agile project management were the main target group, people using scrum on their projects are preferred more. Mainly the technical persons (like project managers, scrum masters, site engineers, quality engineers, store engineers, etc.) were considered for better responses. Basically, members of development team/scrum team were kept in mind. As very less people were aware about the about this topic, numbers of respondents were comparatively low. The questionnaire was sent to 35 respondents. From which, 26 people read the questionnaire, but only 23 people have actually completed the questionnaire form. Therefore, the total number of respondents is 23, resulting in a good response rate of 65.7%. Out of those 23 successful respondents, their roles on projects were, 7 project managers, 4 scrum masters, 4 planning engineer, 3 quality engineers, 3 site engineers, 1 development engineer and 1 electrical engineer. The respondents were also asked for their experience in construction filed. For that, 7 respondents had experience of more than 11 years, 10 respondents had experience between 6 to 10 years and rest of 6 had experience less than 5 years. The average number of employees working on their project was between 20 to 50. As stated above, respondents were chosen as per their knowledge about an agile project management/scrum. Although they were known to this, 3 respondents were using traditional/waterfall project management on their project. While, rest of the 20 respondents were using Scrum on their projects. Ultimately, the implementation rate of scrum is 87% and from them, 100% respondents have agreed that scrum is working successfully on their projects. Also, they all were asked to rate the success factor for scrum on their own project between 0 to 5. In which, 0 is for not at all successful and 5 is for extremely successful implementation of scrum on their project. The average success factor for scrum were derived from all the responses and that the success factor was 4.26 out of 5. They also agreed to implement scrum in more projects of their organisation/company. Development team plays the most important part in success of any project. They have to more focused and productive towards the project. For that, scrum suggest to employ more qualified and experienced team members from various departments for better understating of project. Another important process that scrum defines is “Daily scrum meeting”. Daily scrum is all about regularity, sincerity, more communication and to keep everyone updated about the project. Scrum defines that the size of development team should be between 6-10 for better implementation. As per the responses, 16 respondents had the size of development team between 6-10, 5 had between 11-15, 1 for more than 15 and less than 5 each. So, 69.6% users were following ideal scrum development team size. They were also asked questions about daily scrum meetings to know the regularity of users. And the response rate was quite good as 95.7% (22) users were conducting daily scrum meeting on regular basis, mostly in morning time. which is the best time for daily scrum meetings in construction projects as per my suggestion. They were also asked about scrum certification, whether it is important or not to get certified for scrum. This question got king of mixed approach, as this was not very prominent in the construction industry at the time of this thesis. 34.8% (8) respondents have agreed to get certified and 43.5% (10) Maulik Pareliya UC2813

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respondents gave negative responses. Where, rest of the respondents were quite confused about getting certified. There were 3 respondents of 2, having certification of scrum/APM. Further, leading to suggestion and recommendation. The format of questionnaire survey form is attached in Annexure 1. 5.1.1 RESPONSES FOR 7 FACTORS Respondents had the freedom to choose their opinions about this survey. Specifically, this question focused on their perception about these factors and respondents had to choose one option for each factor. The scale ranged from 1 to 5 wherein, 1 indicates ‘not at all important’ and 5 indicates ‘extremely important’. The outcome of the survey would highlight perspectives of individuals regarding the kind of environment the development team would like to work within. Along with that, it would also hint on the satisfactory levels of the respondents regarding the traditional project management or they want to improvise/ suggest changes in the existing management approach. Figure 4 shows a list of factors identified during the literature study.

Figure 4 7 factors for success of SCRUM

Anyone can conclude by seeing the result of this survey, that the response based on the need of the development. The positive responses might lead these people to adopt agile approach and negative ones are for still following the existing waterfall project management approach. Below figures shows the final result of responses: MORE COMMUNICATION WITHIN TEAM

22%

13%

Extermely Important Very Important Moderate Slightly

65%

Not at all

Figure 5 More Communication within team

More communication within team- 83 % of respondents have responded positively for this factor. As they think that communication within team is very important while working on any project. 20 Maulik Pareliya UC2813


Communications makes people to think and observe more. In traditional project management approach communication within team in terms of construction is less because they are bound by project managers to work accordingly. In agile Management, The main task of the Scrum Masters is to keep the project team away from all disruptions from outside so that they can work without being disturbed. PARTICIPATION OF EACH MEMBER 5% Extermely Important 36%

Very Important Moderate Slightly

59%

Not at all

Figure 6 Participation of each member

Participation of each member- 59% of the respondents have rate this factor very important and 36% of the respondents were neutral about this factor. While conducting daily scrum meetings, everyone has to be independent and open about sharing the problems and solution. FEW LEVELS OF MANAGEMENT 9% 9%

Extermely Important Very Important

26%

Moderate 56%

Slightly Not at all

Figure 7 Few levels of management

Few levels of management- about 86% of the respondents have given positive answer about this factor. It will prove that, everyone has to work independently by reducing the burden from higher authorities. Generally, in construction project management people follows top down method. Where, lower level management has to follow higher level authorities and Scrum strongly disagree with that.


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WIDELY SHARED INFORMATION 4% 18%

14%

Extermely Important Very Important Moderate Slightly

64%

Not at all

Figure 8 Widely shared information

Widely shared information- By getting 79% of importance, employees thinks it is always easy to work when you know every tiny bit about your own project. This is one of the main reasons, why we are getting delay in projects. Because sometimes the employees does not know, what is going on the site because they are not accessible to each information. They are restricted by higher authorities at some point. Opposing that, every worker, employee and engineer has to have an access for as much as possible information. ADAPTIVE TO CHANGE Extermely Important

14% 41%


45%

Not at all Figure 9 Adaptive to change

Adaptive to change- By getting mix responses on adaption to change, the respondents might have thought in term of material cost and overall project cost. it would be relatively cheap to make changes to a project that aim to deliver quality while it would be very expensive to change it. CONTINUOUS IMPROVEMENTS 4% 4% Extermely Important 31%


61%

Not at all Figure 10 Continuous Improvements

22



Continuous Improvements – 70% of the respondents think that to identify the problems, to work on those problems and to improve the problems are very necessary instead of facing same situation for thousand time in same project. SELF-CONTROLLED TEAM

Extermely Important

18%

32%


50%

Not at all

Figure 11 Self-controlled team

Self-controlled team- A development team has to be creative, independent and flexible toward each other. If the development team of any project is self-confident for each and every task, no one can stop you from delivery that project as best as possible. Self-controlled teams are always ready to deal with any kind of problems on project. Agile project management approach strongly believes in this factor to be more focused towards goal.

5.1.2 AVERAGE FACTOR ANALYSIS More communication within team 5

3.91

4

Self-controlled team

Participation of each member

4.26 3

4.09

2 1

Continuous improvements

3.74

Few levels of management

4.22

Adaptive to change

3.91

4.26

Widely shared information

Average Ratings of Factors

Figure 12 Average Ratings of Factors identified from Literature


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In questionnaire survey, Respondents has to rate every factor in 1-5 range. The above figure shows the average rating that all 23 respondents gave to each factor. As per this graph, we can assume that every factor got the ratings between 3.5 to 4.5. Respondents that using scrum thinks that the stated factors are very important for project management.

5.2 ANALYSIS OF CASE STUDIES The types of quantitative analysis to be performed on the data were as follows: • Progress using SCRUM vs. Actual planned progress (Burn-Down chart) • How to reduce delayed work over given execution time period? • Comparison of Case studies in term of following methods, tasks for reducing delay and progress.

• Identifying time allocated to particular activity MSP FILE

SPRINT PLANNING

DURING/ ACTUAL SPRINT

SPRINT REVIEW

• To prioritize activity as per the requirement • Keeping in mind what challenges and obstacles was/will be/can be there

• Is work going as per planned sprint? • Any Problems/solution to be discussed in Daily scrum

• Sprint was successful of not? • What went wrong? Reasons for delays? Any solution for upcoming sprint?

Figure 13 Methodology of data Analysis

5.2.1 BURN-DOWN CHART In construction industry, there are many ways to keep record of project progress. Planning engineer’s team generates Daily progress reports and S curve graphs. Particularly, Daily progress report gives information about the progress going on projects daily. While, S curve (Burnup graphs) gives information on Planned progress to Actual progress of any project. Burnup chart generally starts from zero to as per progress. So, we can know what is the planned work to actual work is going. Specifically, scrum suggest to prepare a burndown chart. 24



Burn down chart are prepared in respect to planned work versus actual work done on site. A burndown chart shows the amount of work remaining over time. The burndown graph is an excellent way to visualize the correlation between the work remaining at a given time and the progress of the project teams in reducing that work. The intersection of a trend line for the remaining work and the horizontal axis indicates the most likely completion of the work at that time. The burndown chart helps me with the "what if" project by adding functionality and removing it from the version to get a more acceptable date or to extend the date with more functionality. The burndown graph is the collision of reality (work done and how fast it is done) with what is planned or hoped for. As shown in Figure. 9, sprint is prepared from the Microsoft Project file. Planned data was taken from the Microsoft Project file and Actual data was taken from daily progress reports. From that two lines are generated in the graph. Which are, planned burndown and actual burndown lines indicating work remaining in the project. In burndown chart, we can assume the progress of any construction project. If planned line is below actual line than the project is delayed or behind planned dates and if planned line is above actual line than the project is ahead of time or planned dates.

Planned Vs. Actual Progress

45000

Planned Burndown

40000

Actual Burndown

35000 QUANTITY (M3)

30000 25000 20000 15000 10000 5000

18 28

/0

2/

18 31

/0

1/

17 31

/1

2/

17 30

/1

1/

17 31

/1

0/

17 30

/0

9/

17 31

/0

8/

17 7/ /0 31

30

/0

6/

17

0

Figure 14 ONE42 Burndown chart

PSP Projects Ltd. have implemented scrum on their one of the project, One42 Amaya properties. Located in Ahmedabad, Gujarat. Scrum is introduced to them in mid-august of 2017. At that time, this particular project (One42 Amaya properties) were running delayed by one and half month as per the planned schedule. In Figure. 14, the gap between planned line and actual line have a big gap. It was mainly due to the heavy raining conditions during the monsoon in Ahmedabad. On 1st of September, the project formed a development team and started following Scrum. After that they started preparing burndown chart for the project. For that, they were using the planned schedule from the Microsoft Project file and Actual progress of the site. As shown in Annexure 6, graph was generated, based on the planned data and actual data entered in excel sheet. Planned Burndown = (Total Quantity- Cumulative Planned Quantity ) Actual Burndown = (Total Quantity- Cumulative Actual Quantity) In Figure 14, we can assume that the gap between planned and actual progress is narrowing down over the time. The reason behind that was, proper follow up of scrum on the project. The development Maulik Pareliya UC2813

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team have adopted scrum completely by doing daily scrum meetings and sprint retrospective meetings. They were able to solve the major problems by just seeing this graph. Below figure is for another case study (IBIS Brigade Hotel), located in GIFT city, Gandhinagar, Gujarat. This project was particularly a hotel building. So the level of complexity in construction was comparatively high than the surrounding buildings. As it was located in GIFT city, one of the developing area in terms of construction during the thesis. In the initial stage, this project also faced the same hindrances as case study-1. The project was delayed by one month due to heavy rains during the monsoon season. As shown in Figure 15, Project progress was quite slow in the beginning and after implementing scrum on this project on 12th of September, 2017, we can see some major difference project that might be impossible to see on any other project. The development team have adopted and understood scrum very well that it was became a part of their daily routine. Fortunately, They were able to solve so many problems in the initial stage of the project only. Somehow, they were able to cop up the delay after 6 months from starting of the project. As we can see from Figure. 15, planned and actual progress line have very minimal gap.

IBIS BRIGADE HOTEL

35000 30000

Planned Burndown

Actual Burndown

QUANTITY (M3)

25000 20000 15000 10000 5000

18

31

/0

3/

18

/0

2/

18 28

/0

1/

17 31

31

/1

2/

17 /1

1/

17 30

/1

0/

17 31

/0

9/

17 30

/0

8/

17 31

31

/0

7/

17 /0

6/

17 30

5/ /0 31

30

/0

4/

17

0

Figure 15 IBIS Brigade Hotel Burndown chart

On both the above cases, Scrum was implemented in first week of September. Before that, both the projects were delayed by one to one and half months because of weather issues and unavailability of drawings and materials. After implementing scrum, in early stage of implementation, the execution team faced difficulty in understating this methodology and shifting from traditional methodology to agile approach. After a month, the team got habitual to Scrum. Every member of development team including scrum master were getting an idea, how scrum works and what are the improvement they are getting after regular meetings and follow ups. As shown in both the graphs, somehow, they were able to understand the problems and getting solutions for those problems. As we can see, after first week of January, 2018. The distance between and planned quantity and actual executed quantities are very near. In case of IBIS brigade hotel, it is almost collided.

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5.2.2 PERCENT DELAY Percentage delay graph was generated for a precise analysis about project progress. Percent delay is also prepared in term of reducing delay, The inclined line denotes approximate reduce percentage over the time. Below formula is used to prepare percentage delay graph, Percent delay(%) = 100 - (Actual Cumulative/Planned Cumulative)*100 As shown in Figure 16, Percentage delay graph reducing over the time as per the approximate reduce. In the February end, project was facing some problems due to material unavailability and crane break. So the percentage delay line is above approximate reduce line.

ONE42 120 PERCENTAGE

100 80 60 40 20 18

30

/0

4/

18

31

/0

3/

18 /0

2/

18 28

/0

1/

17 31

/1

2/

17 31

/1

1/

17 30

31

/1

0/

17

30

/0

9/

17 8/ /0

31

7/ /0 31

30

/0

6/

17

-20

17

0

DATES % Delay

Linear (% Delay)

Figure 16 Percent delay chart of ONE42

As shown in Figure 17, Percentage delay graph reducing over the time as per the approximate reduce. It is decreasing constantly. In the march end, the project was on the verge of reaching the same quantity as planned progress.

IBIS BRIGADE HOTEL 120 80 60 40 20 0 -20

12/05/17 25/05/17 07/06/17 20/06/17 03/07/17 16/07/17 29/07/17 11/08/17 24/08/17 06/09/17 19/09/17 02/10/17 15/10/17 28/10/17 10/11/17 23/11/17 06/12/17 19/12/17 01/01/18 14/01/18 27/01/18 09/02/18 22/02/18 07/03/18 20/03/18 02/04/18 15/04/18

PERCENTAGE

100

DATES

% Delay

Linear (% Delay)

Figure 17 Percent Delay of IBIS Brigade Hotel


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Percentage delay graph is generated to know, that how much delay is still there in the project and how to reduce delay over the remaining time for on-time completion of project. By generating these kind of graphs, any member of development team or client can see the current progress of project.

5.3 PREDICTIVE VS. ADAPTIVE PROCESS Predictive approach In any construction project, the ideal psychology is to spent more time in project planning for a better understanding of the project. But that is not the real situation. In Figure 18, The blue line indicates the ideal progress of overall project in terms of efforts given over the time. After spending lots of time on different projects of construction during my academics, I have observe that people thinks by spending more time in designing and planning phase, there will be ease during execution phase on projects. But there are some problems occurs during execution phase, that are not expected or not even thought of during planning phase. While the orange line is actual efforts the people give on project. The real scenario is, any construction company pays less efforts during the design phase and planning phase in India. So the actual project end up with paying more efforts in execution phase that further leads to delay in project. By delaying or not handing over the project on the given time leads to dissatisfaction from clients and customers. PLANNED PROJECT

CLOSING

EXECUTION

PLANNING

DESIGN

EFFORT

ACTUAL PROJECT

DELAY

TIME Figure 18 Predictive approach in Construction Projects

Adaptive approach While the world blindly follows the predictive approach by implementing traditional/waterfall project management, Agile suggest to follow adaptive approach for the project. It suggest to give required efforts during the design and planning phase. By stating that, it is very difficult to assume that the amount of efforts to give during the project is less or insufficient. it also depends on the complexity of the project. If you are working on a normal project having simple structural designs and architectural designs, the amount of effort to give in first two stages are comparatively less and during the execution phase also. But if you are working on a very complex projects, where designs are difficult or any specifications are given prior project. In this situations, adaptive approach is proven very helpful. But when you are also planning during the construction, adaptive approach helps in understanding project better and problem solving if very quick. As shown in Figure 19, Actual project effort line is above planned effort line too. That is not the scenario as per the predictive approach. There might be some situations, where you have to give more efforts in solving and some situations takes very less efforts to solve them. Ultimately, adaptive approach is all about being smart and modern. Also, there are major chances to complete your project within time by applying adaptive approach in any construction projects. 28



PLANNED PROJECT

CLOSING

EXECUTION

PLANNING

DESIGN

EFFORT

ACTUAL PROJECT

TIME Figure 19 Adaptive approach in Construction Projects

Many project managers are inclined to find only one project management strategy which they prefer and adhere to it, independently of the needs of a project. In the last years there was a thrust toward adaptive (more agile) methods in relation to the more traditional Project management (waterfall) methods. Indeed, some projects are suitable rather for or others, and there is no methodology, which is best for each project. Agile methods are arranged naturally flexible. If the requirements of the customer and the specifications of the project change, the team remains mobile and reacts fast. Agile one is viewed as the more modern kind of the project management strategy, since she serves mainly for it, of repairing some lack of better predictable water fall methodology. Waterfall project management is predictable planning strategy, which intended steps and milestones for the controlling of the process used. A foresighted planning strategy can fail, if it is confronted with substantial changes of the project specification or customer modifications, but it will also more probably generate the expected result. Agile methodologies can be more susceptible to the development of projects and the expansion of the range, while water fall strategies create a more consistent final product. Project managers are inclined to learn either agile methods or waterfall methods and rely consistently on their strategies. Thus, the team members are accustomed to certain work processes, but this does not lead possibly to the best results. Although both strategies exhibit strengths, have both also rather meaning weaknesses, which can be uncovered in the wrong project.

5.4 COMPLEXITY OF PROJCETS TO IMPLEMENT SCRUM Agile project management is all about adaptive approach and human psychology. Complexities can be of different types in a project. Business level complexities arise due to uncertain market conditions, technological advancements, and other such factors which affect the business logic contained in the project. The project level complexities can be of two types project complexity and requirements complexity. The project related complexity can deviate from different kinds from organizations. Several factors contribute to it, but the most important are clarity, limiting factors and uncertainty.[6] [7]


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Figure 20 Complexity of projects to implement Agile project management tool

Uniqueness - Each project is singular and has its own attributes and requirements. If the project begins, it wins in the course of the time to ripe ones and profits by the learning process. This is most important, if the organization accomplishes a project, which is first of its kind, or if it does not have previous experience with projects.[6] Uncertainty – it can be due to external or internal factors. External factors can cover by the state imposed rules and regulations, uncertain market changes and a varying economic climate. Internal factors know the levels of the participation of the management in the project, the constantly changing managerial policy, which cover participation of the interest carrier in the project etc. All these factors affect the scope of the project. Limited factors - Projects are subject to certain factors, which can affect their execution or their beginning, as for example restrictions of budget, technical know-how of the team, schedule and sometimes even cultural differences.

5.5 ROADBLOCKS/DRAWBACKS OF AGILE PROJECT APPROACH IN CONSTRUCTION INDUSTRY

MANAGEMENT

It depends on the suitability of the project. Some projects also fail because the requirements have taken too long. Today cultural differences are the biggest obstacle to the agile management approach. There is also the risk that the client / contractor does not want to work with Agile but wants to keep the traditional approach.[7]

30

•

Cost of Change- it would be relatively cheap to make changes to a project that aim to deliver quality while it would be very expensive to change it. Example - it would be very expensive to redesign the road after laying concrete.

•

Lack of knowledge in construction industry.



•

Complexity perception- Many client/contractors finds it difficult to understand as they have to modify the mind sets of development team.

•

Resistance to change- as stated before, Agile principles can be fully implemented only if all parties get focused towards one goal.

•

Management pressure- this is a major drawback of implementing Agile principles because failure or success of implementation lies largely on the management. The top management is expected to provide the necessary resources and guidance on how to implement these principles.

•

Time consuming- just like most new technologies or approaches of implementing a project, Agile principles can be quite time consuming especially during early stages of implementation.


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6 CONCLUSION In this chapter, it will implies the conclusion In respect to research questions stated in initial stage of this thesis.

6.1 RESEARCH QUESTIONS 1. What are the benefits of implementing Agile project management in the construction phase of construction projects? 2. What are the possibilities to implement agile project management in the construction phase of projects?

6.2 ANSWERS The major advantage of implementing agile project management in construction phase of the project is to increase communication within development team. It will give them a freedom to think individually and to work as per their own. As the agile project management/Scrum follows the bottom-up project management approach, that leads lower level employees to think independently. Agile approach will also motivate their personal experience as they are given more responsibility and a higher level of authority. This will lead them to deliver work as best as possible. Through the way of execution methodology, the client will be forced to increase their participation more or less for better delivery of work. Implementing agile project management will also result in client’s satisfaction in the end of the project. This is because this approach manages the product backlog, including the customer's requirements for the project. The way Scrum approach uses time management, it will provide the industry a proven tool to track the progress, progress and status of the project. It is one of the easiest to implement in compare to other tools. Since one can start with a small project and can implement it in any big or complex projects possible. And it will constantly add the improvement in current project management process and other tools. The agile approach is also focuses on initial stages of project like design phase and planning phase to know what client actually needs for their projects. It mainly focuses on communication between parties, to develop a solid vision for the project. To summarise the conclusion, the implementation of agile project management approach in construction phase of project will decrease uncertainty and risk. It will help with planning activities during the construction phase and how one can decrease delay by scheduling, using time management, daily scrum meeting, sprint retrospective meetings and increasing both employees motivation and client’s involvement.


33

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WHAT

WHY

HOW

The construction phase is different from design phase and planning phase in some relevant way.

We have to be aware that the construction phase is causing a bigger gap between employers and employees, the number of people working in this phase is much more than other phases. This workforce is also one of the least skilled workers and is among the lowest earners.

The attempt to apply new management methods in construction. We are currently facing a major cultural issue that needs to change to enable education and learning, to achieve multi-skilled teams and selfmanagement. This is an important gesture to instil a strong loyalty to workers.

Figure 21 Real impact of APM on construction projects

6.3 RECOMMENDATIONS First, I will recommend to educate more people in construction industry about agile project management approaches and Scrum by organising introduction and training workshops. The companies should be educate key persons of development team like project managers and scrum masters. These roles are playing important roles because they are the people being together can adopt a method and replace the current project management method. While testing an agile project management approach for the first time, it is better to keep limited to your organisation, as the client may not be able to fully agree on the chosen new working method. Any company has to start using this approach in discipline. They have to take regular follow up with daily scrum meetings and to keep burndown chart updated every day. They have to build an environment where the team can discuss and work together. There should be a white board, where all the team members can keep track of prioritized activities and tasks by using notes. While implementing for the first time with Scrum/Agile project management approach, the team members should not consider this project as a trial project or pilot project. It can be an excuse for failing at the end. They may not embrace this new approach properly if they will take it as a trial project. The organisation has to say that we are going to implement Scrum properly and we are going succeed this in our projects. The major advantage about implementing this approach, is that anyone can start it with a small change and can adopt it as per they convenience. Other benefit is, we can improve the progress by using Scrum with other agile project management tools (like Kanban, Lean, etc.). That process of merging two agile approach is called hybrid scrum.

34



7 FUTURE RESEARCH AREAS To understand how the transition from today's way of implementing construction projects in the agile way, a "translation" of the agile approach to the construction industry has to be studied and developed. It should, firstly, encompass the various roles and their responsibilities and powers, and secondly, how the way in which sessions are shaped and conducted changes. As the chosen research topic is mainly focused on implementation phase. Scrum can also be implement in other phases of construction projects like Design phase and Planning phase. Further research can be done in consideration of Cost and Quality of construction. A topic for future research may be to focus on a small scale side of agile project management and what areas it could involve in the implementation in the construction industry. Another topic may be to focus on related topics, such as customer satisfaction, efficiency and involvement, and to see how they can be improved through the implementation of agile project management. Agile methodology may be associated with the use of BIM (Building Information Modelling). However, this topic is too large to include as a part of this research and is not discussed further, but it would be of interest for future studies. Another important survey regarding agile project management is to investigate the mind-sets of people working in Indian construction industry. Are the people working in construction industry ready to change and adopt or will any attempts at change encounter opposition and be rejected?


35

Agile Project Management (APM)/Scrum survey MANAGEMENT form IMPLEMENTING AGILE PROJECT

06/02/18, 1)05 P (SCRUM) APPROACH IN THE DEVELOPMENT OF BUILDING PROJECTS

8 LIST OF ANNEXURES 8.1 ANNEXURE 1

Agile Project Management (APM)/Scrum survey form BACKGROUND Maulik Pareliya (Final year, SBST) Email : [email protected] I am a student of CEPT University, Ahmedabad, Gujarat, India. I am doing thesis on "Implementation of Agile project management (Scrum) approach in the development of building projects". This Preliminary survey will help provide quantitative information to guide my research. The survey take less than 3 minutes to complete and your valuable input is highly appreciable. OBJECTIVE OF MY THESIS: To study the application of agile project management (Scrum) and its resulting effects on the development of building projects. * Required

1. Email address *

Personal details 2. Name of Respondent *

3. Contact of Respondent/ Email address *

4. Name of project *

5. Location of project City and State.

6. In what industry are you employed? Mark only one oval. Construction Finance Education Other:

https://docs.google.com/forms/d/1uOAtZx_AzzQbXtGGdMq2NK5SY1TUgsRxJuoCngnGy-E/printform


Page 1 of

37

gile Project Management (APM)/Scrum survey form

06/02/18, 1)05 PM

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7. Your role on project * Mark only one oval. Project Owner Project Manager Site Engineer Planning engineer Other: 8. Experience in construction industry. (In years) * Mark only one oval. 1-5 6-10 11-20 21 and more. 9. No. of employees working at your project. Mark only one oval. 1-20 20-50 50-100 more than 100 Other: 10. What is your company/Project's approx. annual revenue (in Cr.)? *

11. Which Project Management methodology you are using on your current project? Mark only one oval. Traditional/Waterfall Project Management SCRUM Other Agile Project Management (APM) tool 12. Do you know about Agile Project Management (APM)? * Mark only one oval. Yes No Maybe

tps://docs.google.com/forms/d/1uOAtZx_AzzQbXtGGdMq2NK5SY1TUgsRxJuoCngnGy-E/printform

38


Page 2 of 6

Agile Project Management (APM)/Scrum survey form

06/02/18, 1)05 IMPLEMENTING AGILE PROJECT MANAGEMENT (SCRUM) APPROACH IN THE DEVELOPMENT OF BUILDING PROJECTS

13. Do you know about SCRUM? * Mark only one oval. Yes No

Stop filling out this form.

Survey 14. How many Agile projects have you worked on in the past?

15. How often is scrum used in your company?

16. In which phase scrum is applied in your company? Mark only one oval. Design Phase Planning Implementation Other: 17. Is scrum really working on your project? Mark only one oval. Yes NO 18. Is there any gap between the way scrum teams are run and the way rest of the company is managed? Yes/No along with the comment.

19. Does your company have a PMO (Project Management Office), from where scrum projects deployed and managed? Mark only one oval. Yes No Maybe



39

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06/02/18, 1)05 PM

20. How successful are your projects, if it is managed from APM? Mark only one oval. 1

2

3

4

Not successful

5 Highly successful

21. What are the success factor that lead your company to adopt scrum? Mark only one oval. 1

2

3

4

5

22. Are there any challenges faced by your organization in achieving goals with Scrum? Mark only one oval. Yes No 23. How many people are there working in your scrum team? Mark only one oval. 1-5 6-10 11-15 more than 15 24. Does your team hold scrum meeting daily? Mark only one oval. Yes No Not often 25. What time of the day does your team hold daily scrum meetings? Check all that apply. Morning Afternoon Evening


40


Page 4 of 6

IMPLEMENTING AGILE PROJECT MANAGEMENT Agile Project Management (APM)/Scrum survey form

(SCRUM) APPROACH IN THE DEVELOPMENT OF BUILDING PROJECTS

26. Is there any certification required for Scrum? Mark only one oval. Yes No Maybe 27. How important are following factors in your project/company? * Mark only one oval per row. Not at all

Slightly

Moderate

Very important

Extremely important

More communication within team Participation of each member Few levels of management Widely shared information Adaptive to change Continuous improvements Self-controlled team 28. What are the impacts of Scrum in construction industry as per your experience? * Write impacts your company/project is getting after using scrum.

29. What do you think is the future of scrum?


41

06/02/


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06/02/18, 1)05 PM

30. Suggestions and Recommendation *

Send me a copy of my responses.

Powered by


42


Page 6 of 6


8.2 ANNEXURE 2

PSP PROJECTS LTD.

Date:

BRIGADE HOTEL Daily Scrum Meeting J.P.Chaudhary (S.M.)

Nimeshbhai (S.M.)

Maunash Jignesh Dhirendra Vanaraj Mehul (EHS) Subham(Ele.)

Dhanajay Imran (EHS) Subrato (Store) Shahenshah(Ele.) Ishwar Singh (Q.C) Niraj

Material Require Ashit Viswas (Shut.):Shiv pujan (steel):Rafik :Dinesh:Amar bahadur:Dhanaram :Ajaj Ahmed :Saroj Sahu:Ishwar singh(Haking/Chiken mess):Sr.No.

To Do

Daily Progress In Progress Done


Backlog

Remarks

43

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8.3 ANNEXURE 3

Scanned by CamScanner

44



8.4 ANNEXURE 4 PSP PROJECTS LTD Site Date Sr.No.

22/01/18 Activity

UOM

Total Quantity

Planned Qty

Concrete Activities

Actual Qty

Lag Qty

22/01/18

Planned Qty

Actual Qty 23/01/18

Lag Qty

Planned Qty

Actual Qty

Lag Qty

24/01/18

Planned Qty

REINFORCEMENT

E

WORK for Reinforcement Shear wall (83.40 Reinforcement for

column (83.40for to Reinforcement Lift wall (83.40 to Reinforcement for 6th Floor slab( D

C

NOS NOS NOS Sqmt

35 4 4 960

2

35 4 4 960

2

Shuttering Shuttering for Shear Wall (83.40 Shuttering for column (83.40 to Shuttering for Lift

NOS

wall (83.40 Shuttering forto6th floor Slab (86.70)

NOS

NOS Sqmt

RRCC .C .C WORK for Shear

(83.40 86.70) R.C.C.tofor 5th

NOS

35 4 4

Floor (83.40) R.C.C. for 6th

Sqmt

960

Sqmt

960

to R wall .C .C(83.40 for column (83.40 to 86.70) R .C .C for Lift Wall

NOS NOS

3 2

2

3 1

100

50

3 2

2

3 1

50

50

50

100

2

3 2

2

3 1

460

BRICK WORK 230Lower mm thick Block 150 mm thick 100 Block mm thick Block

SMT

20

245

SMT SMT

Upper

230 mm thick 150 mm thick 100 mm thick

SMT SMT SMT

1062 686 307

SMT SMT SMT

1065 38 413

50 20 20

60 30 20

50 20 20

60 30 20

20

20

10

10

20 20 10

Ground Floor 230 mm thick 150 mm thick 100 mm thick

10


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8.5 ANNEXURE 5 Agile Management – SCRUM Sprint review – 1st of October 2017 to 18th of October 2017

1 About the ‘Sprint’ a. Start date:

b.

End date:

c. Duration: d. Review date: e. Retrospective date: f. Area of slab to be covered in sprint: g. Number of slabs:

1st of October 2017 18th of October 2017 18 days 18th of October 2017 18th of October 2017 3587 m2 7 pours

2 The TEAM & role

Nikunj

Paresh

(Engineer)

(Electrician)

Raj (Supervisor)

Prabhas

Subrata

(Engineer)

Shubham Bhute

(QC)

(Scrum Master)

Hardik Patel Biren

Rana

(Planning)

(Steel)

(Supervisor)

Shivdas (Senior Foreman)

Sukhdev Abhinandan (Safety officer)

(Assistant-EHS)

Others: Pradeep Chaudhary – FW contractor, Ramji – FW Nandalal foreman, Hiralal – FW contractor, Pappu – Steel contractor, Bablu – Steel Pappu contractor, Subhash – FW R. Mehta foreman, Satendar & Mithilesh – FW Bucchan foremen, Suraj – Steel Bacchan foreman, Anil – Steel Amar foreman.

PSP Projects Ltd. | Sprint Review report | Page 3 of 4

46


AgileIMPLEMENTING Management – SCRUM AGILE

PROJECT MANAGEMENT (SCRUM) APPROACH IN THE DEVELOPMENT OF BUILDING PROJECTS

Sprint review – 1st of October 2017 to 18th of October 2017

3 The MEETING a. The meeting was presided over by Shubham and the core scrum team was present along with the project manager and planning manager. b. The progress was discussed and simultaneously the burndown was updated by the scrum master. c. The progress witnessed by the SCRUM team was satisfactory. d. Although, at the end of the sprint the team was unable to complete 100% of the sprint backlog. e. Out of 3587 m2 of slab to be covered 3320 m2 was completed as on 18-102017. f. The problem faced by the team was insufficient labours due to which the sprint was meeting.

92.6% successful.

The issue is to be solved in retrospective

4 The CONCLUSION a. 3320 m2 of 3587 m2 slab was achieved in the sprint. b. On

30th of September 2017

and on 18th of October

progress delay was observed as

61.5%

2017 the progress delay was reduced to 42.0%.

c. The cumulative planned area of slab was achieved area of slab is 8531

14718 m2

while the cumulative

m2 .

PSP Projects Ltd. | Sprint Review report | Page 4 of 4


47

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8.6 ANNEXURE 6 Below is the Excel sheet format, used to prepare burndown chart and percent delay chart for data analysis. Dates 30/06/17 01/07/17 02/07/17 03/07/17 04/07/17 05/07/17 06/07/17 07/07/17 08/07/17 09/07/17 10/07/17 11/07/17 12/07/17 13/07/17 14/07/17 15/07/17 16/07/17 17/07/17 18/07/17 19/07/17 20/07/17 21/07/17 22/07/17 23/07/17 24/07/17 25/07/17 26/07/17 27/07/17 28/07/17 29/07/17 30/07/17 31/07/17 01/08/17 02/08/17 03/08/17 04/08/17 05/08/17 06/08/17 07/08/17 08/08/17 09/08/17 10/08/17 11/08/17 12/08/17 13/08/17 14/08/17 15/08/17 16/08/17 17/08/17

48

Planned Actual Planned Planned Actual Actual % Planned Actual Quantit Quantit Cumulativ Burndown Burndown Cumulative Delay Remark Remark y y e 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 41510 41510 0 0 39690 1820 41510 1820 0 100 39690 41510 1820 0 100 39690 41510 1820 0 100 39690 41510 1820 0 100 39690 41510 1820 0 100 39690 41510 1820 0 100 39690 41510 1820 0 100 39690 41510 1820 0 100 39690 41510 1820 0 100 39690 41510 1820 0 100 39690 41510 1820 0 100 39690 41510 1820 0 100 39690 41510 1820 0 100 39690 41510 1820 0 100 37190 2500 41510 4320 0 100 37190 41510 4320 0 100 37190 41510 4320 0 100 37190 41510 4320 0 100 37190 41510 4320 0 100 34736 2454 41510 6774 0 100 34736 41510 6774 0 100 34736 41510 6774 0 100 34736 41510 6774 0 100 34736 41510 6774 0 100 34736 41510 6774 0 100 34736 41278 232 6774 232 96.6 34736 41278 6774 232 96.6 34736 41278 6774 232 96.6 34736 41278 6774 232 96.6



9 REFERENCES 9.1 LITERATURE [1]

Owen, R., Koskela, L., Henrich, G., & Codinhoto, R. (2006). Is agile project management applicable to construction? Salford Centre for Research and Innovation, 51–66. https://doi.org/10.1111/j.1467-9302.2008.00617.x

[2]

Streule, T., Miserini, N., Bartlomé, O., Klippel, M., & De Soto, B. G. (2016). Implementation of Scrum in the Construction Industry. Procedia Engineering, 164(June), 269–276. https://doi.org/10.1016/j.proeng.2016.11.619

[3]

Cervone, H. F. (2011). Understanding agile project management methods using Scrum. OCLC Systems & Services: International Digital Library Perspectives, 27(1), 18–22. https://doi.org/10.1108/10650751111106528

[4]

Shwaber, K. (2004). Agile Project Management with Scrum by Ken Schwaber Microsoft Press © 2004.

[5]

Satpathy, T. (2013). (SBOK Guide).

[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(October 2015), 252–259. https://doi.org/10.1016/j.sbspro.2016.06.186

[7]

Rasnacis, A., & Berzisa, S. (2016). Method for Adaptation and Implementation of Agile Project Management Methodology. Procedia Computer Science, 104(December 2016), 43–50. https://doi.org/10.1016/j.procs.2017.01.055

[8]

PSP Projects Ltd. https://www.pspprojects.com


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agile project management (scrum)

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