Management of an ICT project in the public sector implementing a new system

MASTER THESIS TITLE: Management of an ICT project in the public sector implementing a new system MASTER DEGREE: Master's degree in Applied Telecommunications and Engineering Management (MASTEAM) AUTHOR: Marta Pancorbo Marmol ADVISOR: Jesús Alcober Segura DATE: September, 8th 2023 Title: Management of an ICT project in the public sector implementing a new system Author: Marta Pancorbo Marmol Advisor: Jesús Alcober Segura Date: September, 8th 2023 Abstract The Master's Thesis (TFM) deals with the management of implementation projects in the public sector through the collaboration between NTT Data, the company where the internship was carried out, and the Centre of Telecommunications and Information Technologies of Catalonia (CTTI). The study focuses on a specific project for the Department A of the Generalitat de Catalunya and explores the integration of management methodologies, such as NTT Data's COM and CTTI's Agile approach, to improve efficiency and quality in project execution. The TFM provides a detailed overview of the project phases, from predocumentation to implementation, highlighting the importance of project management in the public sector and the need to ensure the efficient use of public resources. It describes the methodologies used, such as SCRUM and functional testing, and emphasizes collaboration with end users to ensure that the final product meets their expectations. The paper also highlights the relevance of user acceptance testing (UAT) and customer feedback meetings to continuously refine and improve the project. Furthermore, it details the importance of documentation, such as user manuals and workflows, to facilitate the understanding and effective use of the developed application. DEDICATION Als meus pares, Felip i Anna, us dec l'estímul constant, el suport indestructible i l'amor sense reserves. Sense la vostra guia i suport, aquest camí hauria estat molt més difícil de recórrer. A la meva germana, Laia, per ser una font de suport incondicional. El teu amor i la teva comprensió han estat un far en els moments més foscos. Al meu avi Antonio, que sempre ha estat a prop en els moments més crucials. La teva saviesa i la teva presència han estat un far guia. I a la meva iaia Francisca, tot i que ara resideixes entre les estrelles, la teva memòria i el teu esperit continuen donant-me força per continuar endavant. Mai et podré oblidar, iaia A tots vosaltres, moltes gràcies! ACKNOWLEDGEMENTS I would like to thank all the people who have made this project possible. First of all, to the director of the TFM Jesus Alcober who trusted me to carry out this motivating project and the confidence to accompany me during it. I would also like to thank Ismael Jarauta and David Navarro for their constant support, guidance and advice, always providing quality help. Thanks to them, this project has had good results. Finally, I would especially like to thank my family and friends for being the main drivers of my dreams and for supporting me in times of failure, encouraging me to continue. CONTENTS 1. INTRODUCTION .......................................................................................... 11 1.1. Context........................................................................................................... 11 1.2. Motivation ...................................................................................................... 11 1.3. Objectives ...................................................................................................... 12 2. STATE OF THE ART ................................................................................... 13 2.1. Project ............................................................................................................ 13 2.1.1. Project Life Cycle ................................................................................................. 13 2.2. Project Management .................................................................................... 14 2.2.1. History ................................................................................................................... 15 2.2.2. PMBOK .................................................................................................................. 17 2.2.3. PMI ......................................................................................................................... 17 2.2.4. ISO 21500 .............................................................................................................. 18 2.2.5. PM² ......................................................................................................................... 18 2.2.6. PRINCE2 ................................................................................................................ 19 2.2.7. Methodologies ...................................................................................................... 19 2.2.7.1. Waterfall ............................................................................................................. 20 2.2.7.2. Agile ................................................................................................................... 20 3. IMPLEMENTATION ..................................................................................... 23 3.1. Previous Documentation ............................................................................. 23 3.1.1. NTT DATA Methodology .......................................................................... 23 3.1.2. CTTI Methodology .................................................................................... 24 3.1.3. Project Methodology ................................................................................ 27 3.1.4. Implementation Project ............................................................................ 27 4. VALIDATION ............................................................................................... 33 5. CONCLUSIONS ........................................................................................... 35 16 1) In 1917 the Gantt Chart was developed by Henry Gantt and is still in use today. 2) In 1956 the American Association of Cost Engineers, currently AACE, was founded. 3) The Critical Path Method (CPM) was invented by Dupont Corporation in 1957. 4) In 1958 the U.S. Navy invented the Program Evaluation and Review Technique (PERT), used for the Polaris Submarine Project. 5) On this same submarine project, the Work Breakdown Structure (WBS) technique was created and published for later use in 1962. 6) In 1965 the International Project Management Association (IPMA) was founded. 7) In 1969, the Project Management Institute (PMI®) was founded in the United States. 8) In 1975, the company Simpact Systems Limited created the PROMPTII method to try to establish guidelines in the phase flow of a computer project. 9) In 1979 the National Computer and Telecommunications Agency (CCTA) of the United Kingdom used this method for all project information systems. 10) In 1975, Fred Brooks published the book "The Mythical ManMonth: Essays on Software Engineering. The central theme addressed by Fred Brooks in the book is that "Adding human resources to a delayed software project makes it more delayed". He additionally says that the extra time in discussing tasks, commitments, and technical details, as well as evaluating the results becomes exponential as more people are added. 11) In 1986 SCRUM first appeared as a project management methodology. It follows an Agile Development approach, focusing on iteration, collaboration and response to change, which is particularly effective in software development environments. 12) In 1987 the PMBOOK guide was published by PMI. This was intended as an open book, in order to complement it and also to standardize the practices accepted by the institute in project management. 13) In 1989 the procurement department of the U.S. undersecretary of defense incorporated earned value management (EVM) as an important part of its procurement management. 17 14) In 1994 the first CHAOS report was published by the Standish Group in which information was collected on failures in ICT industry projects with the aim of improving the industry and making it more successful. 15) The UK Government's Central Computer and Telecommunications Agency CCTA replaced its PROMPTII in 1996 with the improved PRINCE (projects in controlled environments). 16) In 1997, Dr. Eliyahu M. Goldratt invented Critical Chain Project Management (CCPM). It addresses the management of uncertainty and time in projects, identifying critical tasks and protecting them from possible delays. 17) In 1998 the American National Standards Institute (ANSI) recognized the PMBOK as a standard. 18) In 2008 the fourth edition of the PMBOOK was born (PMBOOK 2008). 19) In 2008 the European Union published its own PM² or Project Management Methodology for public professionals. 20) The UK undertook a comprehensive revision of PRINCE in 2009, which was renamed PRINCE2 after the changes were implemented. 21) In 2010 the fifth edition of the PMBOOK was developed by PMI. 22) In 2011 the new PMI Agile Certified Practitioner credential was launched. 23) In 2012, The ISO 21500 Standard was prepared by the ISO/PC 236 Project Committee, Project direction and management. This International Standard provides a high-level description of concepts and processes that are considered to be part of good practice in project leadership and management. [9][10] 24) In 2018, the focus of PM² was modified intending to be open to both public and private practitioners. 2.2.2. PMBOK PMBOK is not a specific methodology, but a set of flexible guidelines and methodologies that can be adapted to different types of projects and organizational needs. Its applications provide a common language and framework that facilitates communication among team members and facilitates the standardization of project management practices. 2.2.3. PMI PMI is an international non-profit organization that brings together professionals involved in project management. Since the beginning of 2011, it is the largest 18 association in the world and has nearly 500,000 members from almost 100 countries. 2.2.4. ISO 21500 ISO (International Organization for Standardization) is an organization for the creation of international standards composed of various national standardization organizations. The objective of UNE-ISO 21500 is to identify and sequence tasks within a project. This standard offers many benefits, such as improved project execution through the transfer of knowledge between projects and organizations, and greater efficiency in the bidding process through the use of a common terminology for project management. 2.2.5. PM² PM2 [11][12] is a Project Management Methodology developed by the European Commission. It describes it as "A common Project Management Methodology for all Institutions, Member States, Suppliers and Citizens of the European Union". Its main objective is to provide simple and easy-to-implement solutions so that organizations can manage their projects and resources more effectively. To achieve this, it offers a set of globally recognized good management practices, described in international standards and methodologies such as PMBOK-PMI or PRINCE2, and of course all the experience and rigor of the European Commission. PM2 is oriented to go one step further than PMBOK methodologies, for example, intended to be a step-by-step guide for the development of a project, rather than a reference guide. The PM2 Methodology is based on Project Management best practices and rests on four pillars: 1) A project governance model (the Roles and Responsibilities). 2) A project life cycle (the Project Phases). 3) A set of processes (the project management activities). 4) A set of Project Artifacts (the documentation templates and guidelines). Fig. 3 House of PM2 19 2.2.6. PRINCE2 PRINCE2 is an approach derived from the predecessor PRINCE, which was developed by the UK's Central Computer and Telecommunications Authority (CCTA) in 1989 as a standard for IT systems project management. It is closely related to telecommunications projects. The acronym PRINCE stands for Project in a Controlled Environment, although it is also applied outside the ICT framework. Born in 1996, PRINCE2 has gained enormous popularity in project management as a general (non-ICT specific) approach. The latest version was revised in 2017. It is a structured, process-based approach covering all aspects of project organization, management and control. Its potential is to ensure that deadlines are met, planning is feasible and cost-effective. To do this, life cycles must be clearly defined in terms of principles, process groups and management domains. 2.2.7. Methodologies Next, it will detail project management methodologies that can be classified into two broad categories: traditional methodologies and agile methodologies. Both the fundamentals and practical applications of these methods will be addressed, providing a solid foundation for understanding how each fits into different possible project contexts. In this particular analysis, the main features of each approach will be highlighted along with their advantages and disadvantages. There are many derivative methods and mergers of the main categories, but in this thesis, we will focus on providing a comprehensive overview of the most influential and best-established methods in the field today. It is important to note that choosing the right methodology for a particular project is not easy and, when exploring a methodology, other factors such as adaptability, flexibility and ability to cope with change will also be considered. The traditional approach, also known as the waterfall approach, has been the basis throughout the history of project management. These methods are characterized by a sequential and linear approach to project execution, with each phase having to be completed before moving on to the next. In other words, there is no feedback, but rather each stage must be completed and closed completely in order to move on to the next. Some of the most well-known methods are: 1) Waterfall: This approach involves linear, orderly phases, from planning to final implementation and delivery. Each stage is completed before moving on to the next. 20 2) Critical Path Method (CPM): Focused on the sequence of tasks and the identification of the critical path to minimize the total project duration. 3) Critical Chain Project Management (CCPM): Focuses on resource management and identification of bottlenecks, with the objective of optimizing resource efficiency. 2.2.7.1. Waterfall The Waterfall approach, often referred to as "Waterfall", is a traditional framework methodology that was first implemented in 1970 by Winston W. Royce and quickly began to be adapted to a wide variety of industries due to its logical sequence and ease of implementation. [13][14] The phases that make up the methodology follow a sequential process in a single direction, and without the possibility of returning to the previous one. This linear approach begins with planning and designing, followed by implementation, testing and final delivery. - Requirements: Project or phase definition and start-up approval. - Design: Development of management plans. - Implementation: Execution of the tasks planned in the previous point with the objective of completing the deliverables. - Testing: Supervision of the executed tasks and comparison with the planning. At this point, corrective measures should be applied in case of deviations. - Maintenance: Completion of the phase or project, which occurs in three situations: when the approval and set of deliverables is achieved; when it is not possible to execute some or all of the planned tasks; or when the project loses viability. The most outstanding advantages of the Waterfall methodology is that it is one of the simplest models to manage since each phase has specific deliverables. In addition, planning and scheduling is much easier because the project requirements are agreed upon in the first phase. These features prove useful for smaller projects, allowing easy measurement of progress towards objectives. Some disadvantages are that it is not a model oriented to large projects, since it is not very effective, because if the requirements are not clearly established from the beginning, changes should be made. That is why the methodology is considered linear and rigid, lacking flexibility to adapt to unexpected events. Nowadays, this methodology is still used in projects in which the final objective is totally clear and defined. 2.2.7.2. Agile Agile methodologies emerged as a response to the limitations of the traditional methodology in the field of project management. The traditional approach, as it has been observed, presents certain restrictions in its capacity to overcome 21 adaptability, uncertainty triggered by the changes in the market and technology on a daily basis. In a world where agility and innovation are essential, agile methodologies have gained importance. These methodologies recognize that the nature of modern projects often involves the necessity to adapt and change as circumstances evolve. They are based on principles such as adaptability, collaboration and continuous delivery of value. Rather than relying on detailed planning from the outset, agile methodologies promote flexibility and constant adjustment. Multidisciplinary teams work together in short, iterative cycles, producing incremental project deliverables. This approach allows for greater interaction with customers and stakeholders, which in turn leads to a greater understanding of requirements and the ability to make adjustments on the fly. Agile methodologies are not only relevant in software development but have also proven their effectiveness in a variety of fields, from construction project management to digital product creation. Some of the key principles guiding these methodologies include prioritizing people and interactions over processes and tools, delivering functional software continuously, collaborating with customers, and responding quickly to change. The Agile Manifest or Manifest for Agile Software Development is a fundamental pillar of agile methodologies. It sets out four core values and twelve principles that define the agile philosophy and approach to project management. This manifest acts as a beacon that guides teams towards adaptability and constant value delivery. (For a more detailed look at the Agile Manifest see Annex 1) There are many agile methods, which have in common the reduction of risks, based on iterations and the collaboration of all involved as a single team. Below is a graph representing the most used agile methodologies in the past year 2022, based on the results of the "State of Agile" study conducted every year by Version One. [15] Fig. 4 Results of the "State of Agile" study 2022 After understanding the principles and underlying philosophy of agile methodologies, we can jump into one of the most popular and widely used agile methodologies today: SCRUM. 22 This methodology stands out for its focus on adaptability, collaboration and continuous delivery of valuable results. SCRUM, which has become a benchmark in project management, is characterized by its flexible structure and iterative practices. In Scrum, regular, partial deliveries of the final product are made, prioritized by the benefit they bring to the recipient of the project. Therefore, Scrum is particularly suitable for projects in complex environments, where results need to be obtained quickly, where requirements are changing or poorly defined, where innovation, competitiveness, flexibility and productivity are essential. When exploring SCRUM and its application in different contexts, it is essential to understand its structure, roles and ceremonies, as well as the advantages it offers to manage projects in an agile and successful way. (For more information see Annex 2) 23 3. IMPLEMENTATION This chapter presents a detailed description of the tasks performed during the internship at NTT Data. This internship took place in the public sector, specifically in a new system implementation project. Project management in the public sector is essential to ensure the efficient use of public resources, compliance with deadlines and the effective implementation of projects that benefit communities and citizens. It also plays a vital role in transparency and accountability, as government projects often involve public funding. The implementation was contracted by the Centre de Telecomunicacions i Tecnologies de la Informació de Catalunya, also known as CTTI. CTTI [16] is the public company that integrates all the IT and telecommunications services of the Generalitat de Catalunya. It is responsible for designing, building, coordinating and deploying technological projects to provide solutions to the departments and different bodies of the public administration. It is attached to the Presidency Department. CTTI is responsible for the management, coordination and technological modernization of the telecommunications services and information systems of the Generalitat, following a Pla Global de Transformació (PGT) that aims to achieve savings, efficiency and innovation in six areas: - Workplaces - Applications - Telecommunications - Data Processing Center - Policies and standards - ICT management and control tools The implementation project will be assigned to a specific Department of the Generalitat. From now on the Department will be referred to as Department A. 3.1. Previous Documentation 3.1.1. NTT DATA Methodology NTT DATA is a leading global information technology and business services company with a presence in more than 50 countries around the world. It was founded in Japan and has become a key player in the consulting and technology industry. The company offers a wide range of services, including consulting, systems development, project management and customized technology solutions for a variety of industries. The company's project management methodology is a key component of its success in delivering efficient, high-quality technology solutions to its clients. 24 COM (Corporate Methods) is NTT Data's proprietary methodology, developed by combining experiences gained in real project situations to reduce problems or risks during project execution. Its use is the best way to guarantee project development in terms of time, quality and budget. COM methods are grouped into three families, depending on the type of projects: IT Methods, Management Methods and Strategy Methods. COM allows managing and executing any of the different types of projects/services performed by the company. Given that the project being worked on is a development and implementation project, the minimum deliverables suggested by the company's methodology to meet minimum quality requirements are the following: Fig. 5 COM Methodology 3.1.2. CTTI Methodology The Telecommunications and Information Technology Center of Catalonia, known as CTTI, performs a central role in the management and modernization of information technology and telecommunications in the Generalitat de Catalunya. As a public entity attached to the Department of Presidency, CTTI is responsible for designing, coordinating and carrying out technological projects that provide solutions to various departments and agencies of the public administration. Within the framework of this collaboration with CTTI, it is crucial to understand the methodology used by this entity for the execution of technological projects. This methodology not only influences how the project is planned and executed, but also has an impact on the quality of the results and the efficiency in the use 25 of public resources. The following is a description of the CTTI methodology and how it was integrated into the Department A project. CTTI follows an Agile Work Model. From Qualitat i Mètodes we are working on the Agile approach for the development of solutions, making a proposal of methodology, implementation, roles and responsibilities and tools. This initiative has resulted in the SCRUM/CTTI proposal, which is based on the Dual Truck Scrum model: Fig. 6 SCRUM/CTTI [17] From the CTTI body provides accessible information regarding agile techniques, as shown in the previous axis. This information can be consulted by the departments themselves and applied in their daily work. There are three main axes of execution: the identification of the agile model chosen is the most appropriate, the evaluation of the maturity of the agile process during the execution of the project and the discovery of requirements with agile methodologies. (More information on the support offered can be found in Annex 3) Scrum is a reference model that defines a set of practices, where each participant assumes a role (Scrum Master, Product Owner, Development Team, ...), this allows to adapt to the needs and preferences of each team or organization. From Qualitat solutions of CTTI they propose the use of the <SCRUM/CTTI> model: - <SCRUM/CTTI> is based on Dual Track Scrum which is an agile organizational model that separates the effort to "discover" and "define" a "user story" from the effort to "deliver" and "build" the product. - It consists of two tracks of activity: discovery and delivery. Fig. 7 Dual Truck Scrum [18] (For more information, see Annex 4) 32 An important part performed by the functional team is the testing, that is, the testing of the application. To do this, there is no standard to be followed by the company, but for a better organization of the components that perform the tests, some criteria to be followed are agreed upon. All the parts involved in the application must be checked, whether it is the aesthetic part or the more functional part. Aesthetics refers to the colors used, font sizes, spelling, menus, types of buttons, types of drop-downs, types of alerts and notifications established among other aspects to be taken into account. Functionality is the verification of the correct realization of the flow defined in the use cases. For this case study, NTT Data's monitoring of the tests is done in excels. For each test detected, it is noted whether it is correct or not. If it does not act as it should or does not conform to the expected aesthetics, the problem and the version number of the tested application are noted. The problems found, more technically known as bugs, must be reported to the development team for further improvement. Description. By not entering all the required fields of the student's information, the alert message and the red checkboxes do not appear once an attempt is made to confirm the modification. Steps to reproduce it. 1. Access the application. 2. ... 3. Modify the student's data. Current result. The data to be completed do not appear in red, nor the warning message that it is necessary to fill in all the required fields to save correctly. Expected result. The data to be completed appear in red and the alert message that it is necessary to fill in all the obligatory fields to save correctly. Fig. 13 Bug report in JIRA 33 4. VALIDATION User Acceptance Tests (UATs) take a critical role in the project development process. These tests provided a fundamental scenario where part of the functional team and CTTI and people representing department A come together to evaluate the progress of the project and make sure that each sprint meets the expectations and needs of the users. At the end of the first sprint, i.e., the first agreed part of the development with the customer in the planning, the UAT session is established. In these sessions, NTT Data presents the status of the application and its functionality, to be later evaluated by the client. In these sessions, the client is provided with enough knowledge to test the application for a couple of days and then hold a meeting to discuss any doubts that may have arisen. In order for the users testing the application to feel more confident, a user manual is provided. The user manual follows the template provided by CTTI (https://qualitat.solucions.gencat.cat/procediments/manual_usuari/). The following figure shows a practical example for the use case Modify student's data. Fig. 14 User manual The feedback meeting held after testing by the customer is important to determine how the application evolves and if it really fits what they expected from it. On NTT Data's side, it can be used to evaluate how the sprint has been executed and completed. These meetings are usually held with the whole team together. Each component, whether development or functional, must think of aspects to improve and aspects to continue for the next sprint to be developed. 34 This gives a voice to those components that often in the daily work do not have a voice in the meetings, but their opinion is important and relevant to improve and continue forward with the project. 35 5. CONCLUSIONS In the development of the Master's Final Project, an exhaustive analysis of the management of implementation projects in the public sector has been carried out, focusing on a specific project for the Department A of the Generalitat de Catalunya. During this process, several management methodologies have been explored and applied, highlighting the collaboration between NTT Data and CTTI as an effective strategy to improve efficiency and quality in the execution of the project. Several significant contributions have been identified in the development and implementation of this project. Firstly, the integration of NTT Data's COM methodologies and CTTI's Agile approach has proven to be an effective strategy for addressing the challenges and complexities associated with projects in the public sector. This combination of approaches has allowed for greater adaptability, resulting in improved responsiveness to changing requirements and increased customer satisfaction. In addition, the importance of collaboration with end-users at all stages of the project has been emphasized. This collaboration has ensured that the final product meets the expectations and needs of the users, which is essential in the context of public administration, where transparency and accountability are key. Despite the successes achieved in this project, there have also been challenges and aspects that did not work as expected. One of the main challenges was managing the inherent complexity of projects in the public sector, especially in terms of process alignment and legacy technology. This complexity often resulted in delays and changing requirements. Based on the lessons learned and results obtained in this thesis, several promising lines for future developments and research in this field are identified: - Data Management: Investigate more advanced approaches to data management in public sector projects, focusing on data security and user privacy. - Change Management: Proactively address change management in implementation projects, anticipating and mitigating resistance to change and ensuring a smooth transition. - Continuous Improvement: Establish a continuous improvement cycle to constantly evaluate and improve project management processes in the public sector. 36 37 ANNEXES TITLE: Management of an ICT project in the public sector implementing a new system MASTER DEGREE: Master's degree in Applied Telecommunications and Engineering Management (MASTEAM) AUTHOR: Marta Pancorbo Marmol ADVISOR: Jesús Alcober Segura DATE: September, 8th 2023 38 39 ANNEX 1: AGILE MANIFESTO AND AGILE PRINCIPLES The "Agile Manifesto" is a fundamental document that encapsulates the key principles of agile methodologies. It was developed and approved in 2001 by a group of visionary business leaders [20], whose contributions revolutionized the way software development projects are approached. The founding members of the Agile Manifesto are Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland and Dave Thomas. This manifesto aims to promote values about processes, tools, negotiations and planning in project development, and is synthesized into four core values: 1) Individuals and interactions over processes and tools: Rather than focusing on rigid processes and tools, more value is placed on collaboration and effective communication among the people involved in the project. 2) Working software over comprehensive documentation: Instead of creating extensive documentation, the delivery of functional and usable software is prioritized as a measure of project progress and success. 3) Collaboration with the customer over contractual negotiation: Rather than establishing rigid contracts, active collaboration with the customer is encouraged to understand and meet their changing needs. 4) Response to change over following a plan: Instead of following a rigid plan, it adapts flexibly to changes and challenges that may arise during project development. This agile approach seeks to leave behind bureaucracy and traditional, static methods, prioritizing agility and adaptability as key elements in project management. The twelve principles derived from the Agile Manifesto are based on the four values mentioned above and are as follows: 1) Customer Satisfaction: The top priority is to satisfy the customer through early and continuous delivery of valuable software. 2) Acceptance of change: Changing requirements are welcomed, even if they come late, as agile processes adapt to change as a competitive advantage. 3) Frequent delivery: Working software is delivered in short intervals, preferably a few weeks to a few months. 4) Collaboration: Business people and developers work together continuously throughout the project. 40 5) Motivation and support: Teams are built around motivated individuals, providing them with the opportunity and support necessary to perform their work effectively. 6) Effective communication: Face-to-face conversation is considered the most efficient and effective way to communicate information within the development team. 7) Working software: Working software is the primary measure of project progress. 8) Sustained development: Maintaining a constant pace of development is encouraged indefinitely, involving sponsors, developers and users. 9) Technical excellence: Continuous attention to technical excellence is essential to maintain agility. 10) Simplicity: Maximizing the amount of work that is not done is considered an art form, encouraging simplicity at all times. 11) Self-Organization: The best architectures, requirements and designs emerge from teams that self-organize and collaborate effectively. 12) Reflection and adaptation: The team regularly reflects on its performance and adjusts its behavior accordingly to continuously improve. These principles form the basis of agile methodologies and have transformed the way software development projects and, in many cases, projects in other fields are approached. Adopting these values and principles can drive efficiency, customer satisfaction and adaptability in any project environment. 41 ANNEX 2: SCRUM SCRUM is one of the most popular and widely used agile methodologies in project management. Its focus on adaptability, collaboration, and continuous delivery of valuable results has made it a leading choice for a wide range of projects, from software development to construction project management. To fully understand how SCRUM is applied in practice, it is essential to explore its structure, roles and ceremonies, as well as the advantages it offers for managing projects in an agile and successful manner. SCRUM is based on a flexible structure and relies on three key components: 1) Roles in SCRUM - Scrum Master: Acts as the facilitator and leader of the SCRUM team. His main objective is to remove obstacles and ensure that the team can work efficiently and smoothly. In addition, the Scrum Master promotes understanding and adherence to agile principles. His role also includes fostering continuous improvement and ensuring that the team follows SCRUM practices effectively. - Product Owner: Represents stakeholders and is responsible for defining the product's functionality and priorities. He works closely with the development team to ensure that the product meets customer expectations. The Product Owner also manages the Product Backlog and makes key decisions on what features should be included in the sprints. - Development Team: A self-organized group of professionals who perform the actual work on the project. They are multidisciplinary and are responsible for delivering product features at the end of each sprint. The team organizes itself and makes internal decisions to meet the sprint objectives. 2) SCRUM Ceremonies - Sprint Planning: At the beginning of each sprint (predefined time period, usually 2 to 4 weeks), the SCRUM team and the Product Owner meet to define what functionality will be addressed during that sprint. Clear objectives are established and the Sprint Backlog is created, which is a list of tasks that the team commits to complete during the sprint. This ceremony facilitates the alignment of objectives and the planning of the work to be done. - Daily Standup: Every day, the SCRUM team gathers for a brief meeting (usually about 15 minutes) in which each member shares what they have done, what they plan to do, and if there are any obstacles impeding them. This meeting promotes communication and 48 49 ANNEX 5: Quality Gates[20] 50 51 52 53 [1] López, J. (2022, octubre 11). La paradoja de las administraciones: doblan su inversión en TIC pero no encuentran perfiles. 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