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Quality of scrum team management using fuzzy numbers

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: This paper is a continuation and development of the same authors two papers which 10 have been published recently, and have been devoted to the Quality of Project Team in classical – in the project management methodology sense – approach. The presented paper pertains to the notion of quality of project team in Scrum project management framework. A paradox is observed in the state of art of the project team quality in project management. All specialists recognize the exceptional importance of the parameter “quality” for the final result of the project. On the one hand, one can easily find definitions of project quality, quality of product 16 of the project, quality of the project management processes, and so on. On the other hand, a huge majority of bibliographical sources consider the project team functioning, as a sine qua non condition of the project success. The notion “Scrum Team Quality” appears seldom in the literature. In this paper an approach is proposed to fill in this gap. Design/methodology/approach: In this paper an approach is proposed, by the proposal of the model, based on fuzzy numbers, which defines the Scrum Team Quality, its measure, and the processes of such quality management. The process of Scrum Team Quality Management building consists of: Scrum Team Quality definition, methods of such quality measurement, and three phases of Scrum Team members selection: processes of MBTI – first pre-selection, Belbin – second pre-selection, and Scrum Team Quality standards complying as a final selection of the Scrum Team, insuring its optimal content. Findings: The appropriate model of Scrum Team quality management using fuzzy numbers is developed. Originality/value: The originality of the paper consists in: defining the Scrum Team management quality, the manner of its measurement using fuzzy numbers, and exemplary simulations of Scrum Team members selection using Belbin method, equipped with fuzzy numbers apparatus.
Rocznik
Tom
Strony
63--81
Opis fizyczny
Bibliogr. 35 poz.
Twórcy
autor
  • Faculty of Management, Wroclaw University of Science and Technology, Wroclaw, Poland
autor
  • Faculty of Management, Wroclaw University of Science and Technology, Wroclaw, Poland
Bibliografia
  • 1. 10th Annual The State of Agile Survey (2016). Retrieved from: http://www.agile247.pl, 02.11.2021.
  • 2. Anderson, S.D. (1992). Project quality and project managers. International Journal of Project Management, Vol. 10, Iss. 3.
  • 3. Bank, J. (1992). The essence of total quality management. London: Prentice Hall 19 International.
  • 4. Basu, R. (2014). Managing quality in projects: An empirical study. International Journal of Project Management, no. 32.
  • 5. Belbin, M. (2008). Twoja rola w zespole. Gdańsk: Gdańskie Wydawnictwo Psychologiczne.
  • 6. Betta, J. et al. (2019). Applying Scrum in new product development process. In: J. Trojanowska et al. (Ed.), Advances in Manufacturing II. Vol. 1. Solutions for industry 4.0 (pp. 190-200). Cham: Springer.
  • 7. Betta, J., Iwko, J. (2019a). Draft of Project Team Quality Model in Traditional Project Management. Proceedings of FEBM Conference. Atlantis Press.
  • 8. Betta, J., Iwko, J. (2019b). Quality of Project Team in Traditional Project Management Using Fuzzy Numbers. Journal of Public Policy and Administration, no. 3(4).
  • 9. Chang, Y.F., Ishii, H. (2013). Fuzzy Multiple Criteria Decision Making Approach to assess the Project Quality Management in Project. Procedia Computer Science, no. 22.
  • 10. Crosby, Ph. (1992). Quality is free: the art of making quality certain. New York: McGraw- Hill.
  • 11. Darnall, R.W. (1996). The World's Greatest Project. One Project Team on the Path to Quality. A Project Management Institute Book.
  • 12. Deming, W.E. (1986). Out of the Crisis. MIT Press.
  • 13. Feigenbaum, A.V. (1983). Total Quality Control. New York: McGraw-Hill.
  • 14. Frame, J.D. (1995). Managing Projects in Organisations. How to Make the Best Use of Time, Techniques and People. Jossey-Bass Inc.
  • 15. Heisler, S.I. (1990). Project quality and the project manager, International Journal of Project Management, Vol. 8, Iss. 3.
  • 16. ISO 9000:2015 (2015). Quality management systems – Fundamentals and vocabulary. Geneva: International Organization for Standardization.
  • 17. Juran, J.M. (1989). Juran on Leadership for Quality: an executive handbook. New York: Free Press.
  • 18. Kaynak, H. (2003). The relationship between total quality management practices and their effects on firm performance. Journal of Operations Management, 21, pp. 405-435.
  • 19. Kopczewski, M., Szwarc, E. (2009). Wykorzystanie techniki MBTI w budowaniu zespołu projektowego. Retrieved from: http://www.ptzp.org.pl/files/konferencje/kzz/artyk_pdf_2009/065_Kopczewski_Szwarc_a2.pdf, 15.12.2021.
  • 20. Kuchta, D. (2001). Matematyka miękka w zarządzaniu. Wrocław: Politechnika Wrocławska.
  • 21. Lindsjørn, Y., Sjøberg, D. I.K., Dingsøyr, T., Bergersen, G.R., Dybå, T. (2016). Teamwork quality and project success in software development: A survey of agile development teams. The Journal of Systems and Software, no. 122.
  • 22. Ling, F.Y.Y., Ning, Y., Ke, Y., Kumaraswamy, M.M. (2013). Modeling relational transaction and relationship quality among team members in public projects in Hong Kong. Automation in Construction, no. 36.
  • 23. Manifesto for Agile Software Development. Retrieved from: agilemanifesto.org.
  • 24. MBTI Basics. Retrieved from: http://www.myersbriggs.org/my–mbti–personality–type/mbti–basics/, 27.11.2021.
  • 25. Ortsman, O. (1995). Quel travail pour demeain? Paris: Dunod.
  • 26. Pracownia Testów, Retrieved from: https://www.blog.pracowniatestow.com/index.php/testy-psychologiczne/coaching-kariery/test-rol-zespolowych/, 27.11.2021.
  • 27. Prince2 (2009). Projects in Controlled Environment. London: Office of Government Commerce.
  • 28. Project Management Institute Inc. (2017). A Guide To The Project Management Body of Knowledge (PMBOK® Guide – Sixth Edition).
  • 29. Rahman, S., Bullock, P. (2005). Soft TQM hard TQM and organizational performance relationships: an empirical investigation. Omega, 33, pp. 73-83.
  • 30. Schwaber, K., Sutherland, J. (2017). The Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game, Retrieved from: https://www.scrumguides.org/docs/scrumguide/v2017/2017-Scrum-Guide-US.pdf, 02.11.2021.
  • 31. Spałek, S. (2004). Krytyczne czynniki sukcesu w zarządzaniu projektami. Gliwice: Politechnika Śląska.
  • 32. Standish Group, Retrieved from: https://standishgroup.com/about, 27.11.2021.
  • 33. Wawak, S. (2018). Wybrane cechy jakości w zarządzaniu projektami. Quality Journal, no. 1.
  • 34. Zadeh, L.A. (1965). Fuzzy Sets. Information and Control, no. 8.
  • 35. Zmitrowicz, K., Stańczak R. (2018). Jakość w Agile. Zwinna droga do sukcesu. Warszawa: PWN
Uwagi
PL
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-a29ef5bd-15a8-4f68-974b-b9528d4ea9c6
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