Chapter 2

Comparative Analysis of the SCRUM and

PMI Methodologies in Their
Application to Construction Project
Management

M. A. López-González, L. Serrano-Gómez, V. Miguel-Eguía,

J. I. Muñoz-Hernández, and M. Sánchez-Núñez

Abstract The application of the SCRUM methodology to construction projects may

provide improvement and significant benefits to their management without
compromising the project’s rigor and control, thus, minimizing risks, lowering costs
and reaction times for the required changes during the project evolution. In the first
place, the more relevant aspects with regard to the state of the art of the mentioned
methodology are highlighted in the present work. Also, a review of different
applications for construction projects is performed. Then, a generic comparative
study is performed of the SCRUM methodology with regard to the classic project
management methodology established by the Project Management Institute, PMI.
In order to

M. A. López-González (B)
Grupo INGENIERIA DE PROYECTOS, Dpto. de INGENIERIA, iONE Ingeniería
& Peritaciones S.L. C/Dr. Fleming Nº 45, 02004 Albacete, Spain e-mail:
[email protected]

L. Serrano-Gómez (B) · J. I. Muñoz-Hernández

Grupo INGENIERIA DE PROYECTOS, Dpto. de MECANICA APLICADA E INGENIERIA
DE PROYECTOS, Escuela de Ingenieros Industriales de Albacete, Universidad de Castilla-La
Mancha, Edificio Infante Don Juan Manuel, Avda. de España S/N, 02071 Albacete, Spain e-
mail: [email protected]
J. I. Muñoz-Hernández e-mail:
[email protected]
V. Miguel-Eguía
Grupo Ciencia e Ingeniería de Materiales, Dpto. de MECANICA APLICADA E INGENIERIA
DE PROYECTOS, Escuela de Ingenieros Industriales de Albacete, Instituto de Desarrollo
Regional, Universidad de Castilla-La Mancha, Edificio Infante Don Juan Manuel, Avda.
de España S/N, 02071 Albacete, Spain e-mail: [email protected]
M. Sánchez-Núñez
DIRECCION Y GERENCIA DE PROYECTOS DE INGENIERIA Y CONSTRUCCION, Dpto.
Construcción Internacional ACCIONA, Ingeniero Industrial, PMP®, Scrum Fundamentals,
Madrid, Spain
e-mail: [email protected]
18 M. A. López-González et al.

© Springer Nature Switzerland AG 2021 17

J. L. Ayuso Muñoz et al. (eds.), Project Management and Engineering Research,
Lecture Notes in Management and Industrial Engineering, https://doi.org/10.1007/978-
3-030-54410-2_2
verify the applicability of the SCRUM methodology to construction project
management, it is applied to the construction of a wind farm. Advantages and
disadvantages of SCRUM are identified compared to those of the traditional PMI
methodology.

Keywords SCRUM · Wind energy · Construction projects · PMI

2.1 Introduction and State of the Art

Historically, project administration has been developed and has evolved into the
concept accepted nowadays. From the moment, in 1920, when Henry Gantt
introduced his famous scheduling graph, the Gantt diagram, to this day, different
methods and systems have been developed for project planning, control,
administration, monitoring, and execution.
In the beginning of the ’80s, Nonaka and Takeuchi [10] identified and defined an
agile development model, after analyzing how new products were developed in the
most important technological manufacturing companies (Fuji-Xerox, Canon,
Honda, Nec, Epson, Brother, 3M, and Hewlett Packard). In their study, they
compared the new teamwork modality with the advance in melee formation (scrum)
of Rugby players. This way, the term “SCRUM” was coined to name this teamwork
modality. SCRUM, like other agile methodologies, is based in the four postulates
of the “Agile Manifesto,” defined in 2001 by 18 advocates of these methods. In
addition to the postulates of these four values in which it is based, the Agile
Manifesto establishes 12 principles [1]. Although the SCRUM methodology
emerged in technology products manufacturing companies, it is applicable not only
to projects with unstable requirements, but also to all projects requiring speed and
flexibility [8].
Tomanek et al. [11] developed a comparison between two work schemes,
PRINCE2 and SCRUM. Shiohama et al. [9] analyzed the determination of sprint
length or actuation sequences and proposed several methods for effort estimation
and duration of these efforts. In a similar sense, Zahraoui and Abdou Janati Idrissi
[12] proposed several factors to be considered in the calculation and estimates of
efforts and the sprint length.
López-Martínez et al. [6] have identified the disadvantages arising from the
adoption of the SCRUM methodology in software development. They encompass
work habit changes in four groups: people, processes, projects, and the organization.
On the other hand, Gartzenetal. [4] address the uncertainty generated in project
management and how this uncertainty diminishes with the application of SCRUM
agile methods to product development outside the software context, especially in
the development of prototypes for new technology products.
2 Comparative Analysis of the SCRUM and PMI … 19

Finally, Klein and Reinhart [5] present the results of their research work on the
socalled agile engineering, on the transfer of agile procedures such as SCRUM that
were exclusive of software engineering and which are applicable to the development
of mechatronic systems and also to the development of machines for their
construction.
In the present work, a comparison is developed of the Classic Methodology in
the Integrated Project Management, according to the Project Management
Foundation Guidelines PMBOK® 5th edition [7], with regard to the “SCRUM” agile
methodology approach, according to the Guide to the SCRUM body of Knowledge
SBOKTM [8].

2.2 Comparison Between Agile and Classic Methodologies,

According to the Project Management Institute (PMI)

Agile methodologies were developed to provide swift responses to changes that

could be required during project development. They allow obtaining deliverables in
less time than with the classic methodology and minimize the occurrence of new
risks in the project.
Other than SCRUM, the main agile methodologies are XP or eXtreme
Programming, Agile Unified Process or AUP, and ICONIX and Crystal Methods,
among others. In Figueroa et al. [3], a comparison of the different agile
methodologies mentioned above can be seen. It can be highlighted that with the XP
and SCRUM methodologies, large and highly complex projects can be executed
with a small development team.
The SCRUM method is based on a group of roles, events, artifacts, and associated
rules. Each role, which corresponds to a team member, has a specific and completely
defined purpose. Rules established by SCRUM manage the relationship and
interaction among roles, artifacts and events, and the SCRUM teams. SCRUM is
based on a logical sequence of steps cyclically repeated, called Sprint, for each one
of the User Stories of the Product Backlog, consisting of tasks, until the entire
finished product is completed (SBOKTM Guide).
The traditional method with its predictive approach begins with the scope
definition and the project management planning in the first phases of the project life
cycle. It implies an extra effort to predict the possible tasks that would arise in the
medium and long terms.
If the scope definition changes, the project requirements will change, along with
the planning, thus affecting times, the budget, and the project quality.
Regarding the project team, the construction world frequently requires the
participation of different trades to execute the different tasks, depending on the
specific project. It is then very complicated to have such a multidisciplinary team
with the experience and training to fulfill all the needs of the different execution
phases of the project, as SCRUM suggests. In spite of these big concept differences,
both methodologies have common characteristics. They share three fundamental
20 M. A. López-González et al.

concepts: project objectives, times, and costs, as Table 2.1 indicates. This table is a
review of the study made by Figueroa et al. [3].
When comparing the development phase structure of both methodologies, it can
be seen that both the Classic methodology (PMBOK®) and SCRUM (SBOKTM)
are
Table 2.1 Classic and SCRUM
Characteristic Classic SCRUM
methodologies’
characteristics Focus In processes In people

Process Lineal Iterative

Planning Advance planning Advance planning

high low
Management Centralized Decentralized and
self-organized
Based on In norms and In team heuristics
standards
Resistance to High Very low/null
change
Command and Leadership Collaborative
control leadership
Rules Externally Internally (by the
imposition team)
Process control High, many Low, few
policies/norms principles
Client Through meetings Is part of the
interaction development team
Artifacts Many artifacts A few artifacts

Roles Many roles A few roles

Team size Big and distributed Small and in the

same place
Contractual Predefined and very Do not exist or it is
relationship rigid contract quite flexible
divided into five large management process groups but there are differences in the
identification of the subprocesses they include which can belong to different phases
and may not have a direct correspondence among them, as shown in Table 2.2.
In the agile methodologies, documentation is also prepared, but unlike in the
traditional methodology it is less important, because product functionality is a
priority.
It is observed that several identified SCRUM processes correspond to different
process groups in the classic methodology, in some instances up to three different
groups at the same time. Also, some of these processes are encompassed in others.
For example, Risk Planning and Quality Planning that are part of the User Stories
Preparation and the Product Backlog. This is due to the agility which characterizes
SCRUM that requires a constant review of the project evolution in order to identify
2 Comparative Analysis of the SCRUM and PMI … 21

obstacles that could arise and solve them immediately, thus minimizing unnecessary
risks for the project.
Classic methodology considers 23 processes distributed in five process groups,
while SCRUM proposes 18 processes in the other five groups. This noticeable
reduction of 22% in the number of SCRUM processes compared to the classic
Table 2.2 Processes of the Classic and SCRUM methodologies (PMBOK and SBOK)
Classic / SCRUM Classic SCRUM

Initiation / Initiate Project Charter. Create Project Vision

Identify Stakeholders. Identify SCRUM Master and Stakeholders
Form SCRUM Team.
Develop Epics.
Create Prioritized Product Backlog.
Conduct Release Planning.

Planning / Plan and Estimate Project Management Plan. Create User Stories
Requirements Identification Approve, Estimate and Assign User
Scope Definition. Stories.
WBS (Work Breakdown Structure) Estimate Tasks.
Creation. Create Sprint Backlog.
Activities Definition
Legend:
Initiate Activities’ Sequence Definition.
Plan and Estimate Estimation and Duration of Used
Implement Resources.
Review and Retrospect Schedule Development.
Release.
Budget.
Quality Planning.
Human Resources Planning.
Communication Planning.
Risk Management Planning.
Procurement Planning.
Execution / Implement Execution Management. Create Deliverables.
Quality Assurance Management. Conduct Daily Standup.
Project Team Development. Maintenance of the Prioritized Product
Backlog

Performance and Control / Work Performance and Control. Convene SCRUM of SCRUMs.
Review and Retrospect Project Scope Control. Demonstrate and Validate Sprint.
Risk Monitoring and Control. Retrospect Sprint.

Closing / Release Ship Deliverables.

Project and Phases Closing. Retrospect Project.

methodology implies that resources that should be allocated for the completion of
these processes can be assigned to other tasks, thus streamlining management,
reducing time, and therefore costs, without losing information or diminishing
project management capacity.

2.3 Case Study

Hereafter, the SCRUM Agile Methodology is applied to a practical project

management case for the construction of a 36 MW Wind Farm located in Castilla–
La Mancha [2], composed of 18 wind turbines with 2 MW of nominal power. This
22 M. A. López-González et al.

practical case is not typical of the traditional application of SCRUM, which is

always focused on the Technology and Software industry.
Management of the proposed project for the case study will be executed with
both methodologies, the classic one, according to the PMI’s PMBOK ® guidelines
and SCRUM, according to the SBOKTM guidelines, highlighting the advantages
and disadvantages resulting from the application of both methodologies.

2.3.1 Time Management

Schedule differences arise when the civil work of the transformer substation is
divided into its different components. Due to Sprint planning in SCRUM, periods
of different duration are required, compared to the classic methodology, depending
on the estimated execution time.
The project schedule changes, regrouping or dividing line items related to the
classic management planning to adjust it to SCRUM Sprints, as shown in Table 2.3.

Table 2.3 Execution line items’ comparison

Classic SCRUM

Line item Start End Line item Start End

4.2.1.5 SET civil work 02/28/17 05/16/17 4.2.1.5 SET civil work 02/28/17 05/16/17

A01 Earth moving 02/28/17 03/09/17 A01, Earth moving, 02/28/17 04/12/17
A02 concrete and
A02 Concrete 03/09/17 03/31/17 and steel
A03 Steel 03/31/17 04/12/17 A03

A04 Masonry 03/31/17 04/07/17 A04, Masonry, 03/31/17 05/08/17

A05, Earthing
A05 Earthing 04/07/17 04/14/17 A06, network,
network A07 Sanitation
network,
A06 Sanitation 03/31/17 04/14/17 and
A08 Illumination,
network
Metallic Struct
A07 Illumination 04/14/17 04/26/17

A08 Metallic 04/26/17 05/08/17

structure
A09 Control 02/28/17 05/16/17 A09 Control 02/28/17 05/16/17
building civil building civil
work work
4.2.2.2 Wind turbine 05/08/17 11/03/17 4.2.2.2. 1–6th Wind 05/08/17 07/10/17
A02 installation A02 turbines
and 1st. Installation and
commissioning part Commissioning
2 Comparative Analysis of the SCRUM and PMI … 23

4.2.2.2. 7–12th. Wind 05/08/17 07/10/17

A02 turbines
2nd. Installation and
part Commissioning

4.2.2.2. 13–18th. Wind 05/08/17 07/10/17

A02 turbines
3rd. installation and
part Commissioning
Global times are reduced because in this case three Sprints defined in line item
4.2.2.2A02 can be executed simultaneously, thus reducing the time defined
according to the classic methodology by 33% in SCRUM. This can be observed in
Fig. 2.1 and Table2.4. This time reduction due to activity overlapping should not be
mistaken with resources’ increase or planning strategy, because it is due to the
multidisciplinary premise of the SCRUM teams.
The schedule adjustment implies adjusting the Gantt diagram as well, without
changing the critical path. This is due to the prevalence of the execution priority
hierarchy already established, as shown in Fig. 2.2 and Table 2.5.

Fig. 2.1 Gantt diagrams comparison of items 4.2.2.2 A02

Table 2.4 Line items 4.2.2.2 A02 comparison

Methodology Task name Duration (days) Start End

Classic Start 0 Mon 05/08/17 Mon 05/08/17

Wind turbine 130 Mon 05/08/17 Fri 11/03/17

installation and
commissioning
End 0 Mon 11/06//17 Mon 11/06//17

SCRUM Start 0 Mon 05/08/17 Mon 05/08/17

1–6th. Wind turbine 46 Mon 05/08/17 Mon 07/10/17

installation and
commissioning
24 M. A. López-González et al.

7–12th. Wind turbine 46 Mon 05/08/17 Mon 07/10/17

installation and
commissioning
13–18th. Wind turbine 46 Mon 05/08/17 Mon 07/10/17
installation and
commissioning
End 0 Mon 11/06//17 Mon 07/10/17

Fig. 2.2 Gantt diagrams comparison for line item 4.2.1.5

Table 2.5 Execution line items 4.2.1.5 comparison

Methodology Task name Duration (days) Start End

Classic Start 0 Tue 02/28/17 Tue 02/28/17

Earth moving 7.5 Tue 02/28/17 Tue 02/28/17

Concrete 16 Thu 03/09/17 Fri 03/31/17

Steel 8 Fri 03/31/17 Wed 04/12/17

Masonry 5 Fri 03/31/17 Fri 04/07/17

Earthing network 5 Fri 04/07/17 Fri 04/14/17

Sanitation network 10 Fri 03/31/17 Fri 04/14/17

Illumination 8 Fri 04/14/17 Wed 04/26/17

Metallic structure 8 Wed Mon 05/08/17

04/26/17
Control building civil work 55 Tue 02/28/17 Mon 05/15/17

End 0 Tue 05/16/17 Tue 05/16/17

SCRUM Start 0 Tue 02/28/17 Tue 02/28/17

Earth moving, concrete, 32 Tue 02/28/17 Mon 07/10//17

and
steel
2 Comparative Analysis of the SCRUM and PMI … 25

Masonry, Earthing 26.5 Fri 03/31/17 Mon 05/08/17

network, sanitation
network, illumination, and
metallic structure
Control building civil work 55 Tue 02/28/17 Mon 05/15/17

End 0 Tue 05/16/17 Tue 05/16/17

Line item grouping represents the execution line item 4.2.1.5 of the schedule in
Table 2.5. It matches Sprint 5. 6 and 7 of the Release Planning Program, as can be
seen in Table 2.6.
Table 2.6 Release Planning Schedule
Release planning schedule
Project: Works for the wind farm in Castilla–La Mancha (OPECM)
Functionality: Wind Farm
Sprint Deliverable Start Release

4.2.1.5 SET Civil works 02/28/17 05/16/17

5 A01, A02, and A03 Earth moving, concrete and 02/28/17 04/12/17
steel
6 A04, A05, A06, A07, Masonry, Earthing 03/31/17 05/08/17
and network,
A08 Sanitation network,
Illumination, and metallic
structure
7 A09 Control building civil work 02/28/17 05/16/17

Table 2.7 Release planning schedule

Release planning schedule
Project: Works for the wind farm in Castilla–La Mancha (OPECM)
Functionality: Wind farm
Sprint Deliverable Start Release

4.2.2.2. A02 Wind turbine installation and 05/08/17 07/10/17

commissioning

12 A021 1st–6th. Wind turbine 05/08/17 07/10/17

installation and
commissioning
13 A022 7th–12th. Wind turbine 05/08/17 07/10/17
installation and
commissioning
14 A023 13th–18th. Wind 05/08/17 07/10/17
turbine installation and
commissioning
26 M. A. López-González et al.

For the second case, line items breakdown represents the 4.2.2.2. A02 execution
line item is shown in Table 2.4 schedule. It matches Sprint 12, 13, and 14 of the
Release Planning Schedule in Table 2.7.

2.3.2 Roles Assignment

Regarding the acting roles in each methodology, Table 2.8 shows there is no direct
correspondence between them. Roles in SCRUM are distributed among the four
participant figures: the Client, the Product Owner, the SCRUM Master, and the
SCRUM Team.
Table 2.8 Role identification
Role Classic SCRUM
from Classic to SCRUM
“Big shot” Manager Client

General manager General manager Product owner

Change control Project manager Product owner

Project manager Project manager Product owner

Field engineer Field engineer SCRUM team

Technical office Technical office SCRUM team

engineer engineer
Quality inspector Quality manager SCRUM team

Studies Studies manager SCRUM team

coordinator
Procurement Procurement SCRUM team
coordinator manager
H.R. coordinator H.R. manager P. Owner/SCRUM
master
ORP coordinator ORP manager SCRUM team

Construction Trade crew SCRUM team

workers

It becomes clear, after identifying and comparing roles among both

methodologies, that the organizational charts are different. In SCRUM, the
organizational chart will have two levels less, as Fig.2.3 shows. This comes from
the premise that SCRUM teams must be composed of multidisciplinary
professionals, who are experts in a given field and master some others.
The matrix organization with functional departments, which are transversal to
the project in the classic model, should not be mistaken with the notion that these
departments should be SCRUM Teams, because resources are merely given so they
can function as SCRUM teams for the specific project.
2 Comparative Analysis of the SCRUM and PMI … 27

Fig. 2.3 Organizational Charts

2.3.3 Generated Documentation

With regard to documentation, SCRUM encourages minimum document generation

within its five management phases. In some cases, these documents are similar to
those generated with the classic methodology, but they are not always produced in
the processes of the same phase. Moreover, one document of the traditional
methodology may correspond to a group of contents of several documents in
SCRUM, as stated in Table 2.9.
The difference is found in the initial premise regarding documentation reduction
in which the SCRUM methodology is based: SCRUM does not assign too much
importance to the “how is the product going to be” documents generation and makes
more emphasis on the “how is” the functional product. SCRUM does not limit
document generation; it just offers guidance and advice on the essential documents,
in the interest of resource optimization and, therefore, agility.
Classic methodology generated 49 documents versus 28 documents generated in
SCRUM. It represents a 43% reduction. This significant reduction implies that
resources that should be used to generate these documents can be allocated to other
tasks, thus streamlining management, reducing time and, therefore, costs.

2.3.4 Summary

Table 2.10 shows a summary of the comparison between methodologies when

applied to the construction of a wind farm, beyond the characteristics that define
each methodology. As can be seen, there are big differences in the application of
one methodology or the other, but they have the same purpose: to obtain a functional
product in terms of time, quality, and cost.
Process and documentation reduction in SCRUM with regard to the classic
methodology does not affect the information content. It has been proved that a
document of the classic methodology can be formed by the information contained
in up to 5 SCRUM documents. The same applies to processes.
Such reduction of 22% of processes and 43% of generated documents in SCRUM
entails that resources that should be used to the execution of these processes can be
destined for other tasks, speeding management, reducing time and, therefore, costs.
28 M. A. López-González et al.

2.4 Conclusions

In this work, the advantages and disadvantages of the Agile Methodology SCRUM
as a replacement for the Classic PMBOK methodology are discussed in an objective
manner, for construction projects. Many aspects of the agile methodologies have
been clarified as well as their possible use in a successful project. It is of crucial
importance
Table 2.9 Documents generated in the Classic and SCRUM methodologies (PMBOK and
SBOK)
Classic / SCRUM Classic SCRUM

Initiation / Initiate Project charter Product Owner Identification

Stakeholders Identification Project Vision Statement
Stakeholders Classification SCRUM Master Identification
Stakeholders Register Stakeholders Identification
Stakeholders Management Strategy SCRUM Team Identification
Epic Development
Persons Creation
Prioritized Product Backlog
Finished Criterion
Release Planning Program
Sprint Duration.

Planning / Plan and Estimate Integrated Change Control User Stories

Legend: Configuration Management Plan Approved, Estimated and
Preliminary Scope Statement Committed User Stories
Initiate
Plan and Estimate Requirements Documentation Task List
Implement Requirements Traceability Matrix Estimated Task List
Review and Retrospect Sprint Backlog List
Project Management Plan
Release.
WBS Creation BurnDown Chart
WBS Dictionary
Identification and Sequencing
Project Network
Resources and Activities Estimation
Project Schedule
Phases Budget
Weekly Budget
Budget-Time Graphs
Quality Metrics
Quality Baseline
Quality Activities Matrix
Quality Management Plan
Human Resource Management Plan
Professional Staff Organizational Cart
Responsibilities Assignment Matrix
Roles Description
Personnel Recruitment Log
Communication Management Plan
Communication Matrix
Terminology Index
Risk Identification and Assessment
Risk Response Plan
Contract Management Plan
Project Contracts Matrix

(continued)
Table 2.9 (continued)
2 Comparative Analysis of the SCRUM and PMI … 29

Classic / SCRUM Classic SCRUM

Execution / Implement Work Performance Report SCRUM board Sprint

Project Team Register Obstacles Registry.
Project Coordination Meeting Minutes Sprint Deliverables
Quality Audit Reports Prioritized Product Backlog Update
Controversies Control

Performance and Change Requirements Team Coordination

Control / Review and Project Performance Report Sprint Validation.
Retrospect
Risk Control Report Deliverables Acceptance Report
Sprint Retrospect
Agreed Improvement Measures

Closing / Release Phase/Project Acceptance Document Deliverables Shipment

Project Final Performance Document Project Retrospect
Project Acceptance Document
Lessons Learned
Generated Lessons Learned Information
Project Documentation Report

Table 2.10 Summary of the

Comparison Classic SCRUM
comparison of Classic and
SCRUM methodologies Number of 5 phases 5 phases
phases

Number of 23 processes (28% 18 processes (22%

processes more) less)
Number of 49 documents (75% 28 documents
documents more) (43% less)
Information High High
quantity
Organizational Rigid, 5 levels Flexible, 3 levels
chart
Human resources More quantity Less quantity,
multidisciplinary
Schedule The same Less

Gantt diagram The same Less

Critical path The same The same

Monitoring Periodical weekly Periodical daily

Product delivery Final Periodical, sprint

Value for the At the end At the end

client

that all the SCRUM Core Team members have a deep knowledge of the
methodology and its principles. It has been shown that there is no direct
acknowledgement of the roles among participants, management processes, and
generated documentation from one method to the other.
30 M. A. López-González et al.

Hierarchy reduction and, consequently, simplification of the organizational

charts favor agility, because any internal procedure in the organization needs a
shorter route for its accomplishment and, therefore, less cost.
The SCRUM methodology has some complications and limitations that advise
against its use in substitution of the Classic one: lack of knowledge of the
Methodology outside the software and technology product’s environment; SCRUM
Team participants must have a multidisciplinary background and this situation is
completely different in the construction context (where trades are frequent); the
client must be completely involved in the project; deliverables at the end of each
Sprint lack value for the client, aside from recognizing the appropriate project
evolution; generated documentation decrease produces distrust and loss of project
control which will disappear as experience in agile management is acquired.
Some important advantages of SCRUM utilization in construction projects are
process reduction (22% less), documentation reduction (43% less), execution time
reduction due to activities overlapping without resource use increase
(multidisciplinarity, up to 67% less), roles and resources reduction, and cost
reduction.
It is evident that disadvantages emerge when replacing the classic methodology
by SCRUM in construction projects because the construction context is traditionally
very stable. These disadvantages emerge not because the method cannot be applied
to this type of project, but because previous experiences do not exist to support its
success in this field.
Once SCRUM’s principles are known and understood in detail, some established
rules can be avoided using, of course, sensible criteria and it is possible to adopt a
pragmatic SCRUM, personalized and better adapted to the project and the team’s
specific circumstances. Specific rules can be defined considering individual needs,
thus supporting the adaptation principle and continuous improvement.
In this sense, it is these authors’ belief that it is necessary to evolve toward the
agile methodology but not in a rigorous application, but rather in a classic–agile
fusion, so the rigidity and hierarchy of PMBOK® are diminished for the most part,
and the participative, collaborative, and agile philosophy of the SBOKTM is
adopted. This new approach can be called “the Pseudo Agile” approach.

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