Case Study: Scrum Project
Scrum and agile methodologies are commonplace in many software projects. Their principles espouse a high level of communication between stakeholders and short development and test iteration cycles to quickly identify misaligned perceptions about the requirements. This case study examines an organisation that used Oystr-styled conversational maps to support a scrum process for the successful implementation and deployment of a new knowledgebase system.
This case study focuses on a project to implement a new knowledgebase intranet, based upon Microsoft SharePoint, for a customer call centre. During initial strategy talks for a broader intranet upgrade, the organisation’s steering committee had chosen to use a new knowledgebase for the customer call centre as a pilot. This pilot would gauge the methods and practices to be used for the organisation-wide roll-out of the SharePoint-based intranet platform.
The initial strategy talks identified a number of potential risks so the following conditions were created to mitigate those risks -
- An agile process (such as Scrum) would be used with short sprints
- The steering committee would have a periodic meeting at which they could judge the progress of the project and elect to stop it if it was not deemed to be making progress
- The team would consist of members from ICT, the call centre, the project management office (PMO), the intranet steering committee, and SharePoint/intranet subject matter experts
- The team would be based in the call centre
Collaborative & Sense-making Techniques
To aid with the Scrum process, Oystr-styled maps were used by the team to capture, communicate, and analyse requirements. This included the use of Oystr-styled maps for (with corresponding links to the redacted Oystr maps) -
- Facilitation and capturing of sprint planning sessions
- Facilitation and capturing of sprint review sessions
- Collaborative learning of the Google Search Appliance (GSA)
- Documentation and communication of user requirements
These maps were shared between team members and different stakeholders of the organisation as key individuals within the organisation had become accustomed to reading and expanding the maps. As a result, very little was done to export these maps to other formats during the project.