Abstract:

A  change  to  agile methodologies  entails  major  alterations  to  several  aspects of  an  organization  including  project cycle, development  model  of  SDLC, organization structure,  work  procedures, culture, communication channels, roles of people and management styles. Despite such a broad and in-depth change, Scrum has clustered within the boundaries of product development and the limited world of developer teams. Nonetheless, any Scrum adoption cannot be isolated from the rest of organization’s processes and structures. A typical example of this integration is with project related world. Questions about the expected relationships of sprint, release and project from project management point of view, Scrum’ s approach for managing the iron triangle and how to handle, from a holistic and a wider perspective, the units of customer requirements clustered in a project scope and scattered across the Scrum artifacts during the development still survive.