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Säisä, M. E., Tiura, K., & Matikainen, R. 2019. Agile Project Management in University-Industry
Collaboration Projects. International Journal of Information Technology Project Management (IJITPM).
Vol 10, issue 2, 8-15.
DOI: https://doi.org/10.4018/IJITPM.2019040102
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Säisä, M. E., Tiura, K., & Matikainen, R. 2019. Agile Project Management in University-Industry
Collaboration Projects. International Journal of Information Technology Project Management (IJITPM).
Vol 10, issue 2, 8-15.
DOI: https://doi.org/10.4018/IJITPM.2019040102
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DOI: 10.4018/IJITPM.2019040102
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Agile Project Management in University- Industry Collaboration Projects
Marika Eve Katariina Säisä, ICT Unit, Faculty of Engineering and Business, Turku University of Applied Sciences, Turku, Finland
Katariina Tiura, ICT Unit, Faculty of Engineering and Business, Turku University of Applied Sciences, Turku, Finland Rita Matikainen, ICT Unit, Faculty of Engineering and Business, Turku University of Applied Sciences, Turku, Finland
ABSTRACT
Bothdisciplinaryandinterdisciplinaryknowledgeisneededinorderforastudenttosucceedasa
professionalaftergraduation.Interdisciplinaryknowledge,suchasprojectmanagementskillsare
importantinworkingliferegardlessthecompetencearea.Inorderforastudenttogaincompetences
relevantforworkinglife,bothtraditionalandagileprojectmanagementframeworksshouldbeapart
oftheirstudies–intheoryandinpractice.Inthisarticle,acasestudyispresentedontheintegration
ofanagileprojectmanagementframeworkintouniversity-industrycollaborationprojects.First,the
methodologiesusedintheFIRMAareintroduced.Thereafter,theactivitiesandtherolesoftheFIRMA
aredescribedandanexternallyfundedR&Dprojectispresented.Finally,theexperiencesofpastand
currentactivitiesarediscussed,andfuturedevelopmentthoughtsarepresented.
KeywoRd
Agile Project Management, ICT, Project-Based Learning, R&D Learning Environment, SCRUM
INTRodUCTIoN
AccordingtoTheProjectandPortfolioManagementLandscapesurveybyInnotas(2015,p.3),over
50%oftheIT-projectsfail.Overonethirdoftherespondentssaythatresourcingistopchallengein
theirorganization.Prioritizingandalignmentarethenexttwomostpopularchallengesinproject
management.
Bothdisciplinaryandinterdisciplinaryknowledgeareneededinorderforastudenttosucceed
asaprofessionalaftergraduation.Interdisciplinaryknowledgesuchasprojectmanagementskillsare
importantinworkingliferegardlessthecompetencearea.Inorderforastudenttogaincompetences
relevantfortherequirementsoftheworkinglife,bothtraditionalandagileprojectmanagement
frameworksshouldbeapartoftheirstudies–intheoryandinpractice.
Accordingto10thAnnualStateofAgileSurveyfromVersionOne,82%ofthe4452respondents
useScrum.Thesurveyrespondentsconsistof108countriesandmorethan14industriesincludingIT
softwaredevelopment,productdevelopment,operations,humanresources,executives,andsalesand
marketing.(The2015StateofScrumReport).AccordingtoPMI´s9thGlobalProjectManagement
Survey(2017,p.10),71%oforganizationsusetheagileprojectmanagementapproachesfortheir
projectssometimes,oftenoralways.Thesesurveysindicatethatagileprojectmanagementframework
iswidelyusedinindustryandtherefore,oughttobepartoftheuniversitycurriculums.
TheFIRMAisastudent-drivenlearningenvironmentoftheICTunitinTurkuUniversityof
AppliedSciences(TUAS).ProjectofficeoperateslikearealcompanyofferingITservicesand
developmentprojectsforbothTUASinternationalcustomersaswellasexternalcustomers,suchas
SMEs.Theorygainedinclassesisputintopracticewhenstudentsaresolvingpracticalchallenges
givenbycustomers.Studentstendtoworkmoresystematicallyandaccuratelywhentheteachingof
differentprofessionalskillsalongsidedisciplinaryknowledgeisintegratedintothebusinesscontext
(Mejtoft,2016,p.689).
Inthispaper,thefocusissettopresentacasestudyonintegrationofagileprojectmanagement
frameworkintouniversity-industrycollaborationprojects.FirstthemethodologiesusedintheFIRMA
areintroduced.ThereaftertheactivitiesandtherolesoftheFIRMAaredescribedandexternallyfunded
R&Dprojectispresented.Finally,theexperiencesonthepastandcurrentactivitiesarediscussed,
andfuturedevelopmentthoughtsarepresented.
AGILe PRoJeCT MANAGeMeNT
Projectmanagementknowledgeareasconsistof:1.Integrationmanagement;2.Scopemanagement;3.
Timemanagement;4.Costmanagement;5.Qualitymanagement;6.HumanResourcesmanagement;
7.Communicationsmanagement;8.Riskmanagement;and9.Procurementmanagement.Allof
theprojectmanagementknowledgeareasconsistofvarietyofdifferentphasessuchasplanning,
monitoring,andendingtheproject.(Richman,2006,pp.13-15).Eventhoughtheapproachandthe
methodsofthetraditionalandagileprojectmanagementframeworksaredifferent,thesamekindof
projectmanagementknowledgeisneededinordertosucceedinprojects.AccordingtotheFLUX
report(2014,p.5),leadershipandmanagementskillsarethetwomostimportantqualitiesthatHR
decision-makersthinkneedtobedevelopedinemployeestodrivegrowthoverthenextfiveyears.
Nextmostimportantskillsareasfollow:interpersonal,innovation/creativity,resilience,technical,
salesandclientmanagementskills.
AgileprojectmanagementhasbeenarisingtrendforseveralyearsasanITprojectmanagement
method.InthefieldofITtechnicalsolutionsandcustomerrequirementschangerapidly,sotheneed
foragilemethodhasbeenobvious.SeveralIT-companiesusedifferentagileprojectmanagementways
tomanagetheproject.Scrumisoneofthemostusedones(The2015StateofScrumReport).Scrum
methodsarebasedontheManifestoforagilesoftwaredevelopment:individualsandinteractionsover
processesandtools,workingsoftwareovercomprehensivedocumentation,customercollaborationover
contractnegotiationandrespondingtoachange,overfollowingaplan(ManifestoforAgileSoftware
Development).TherootsofScrumgobacktoyear1993whenJeffSutherland,JohnScumniotales
andJeffMcKennausedSCRUMmethodsforthefirsttimeinEaselCorporation(Denning,2011).
SCRUM MeTHodoLoGy
TheScrumFrameworkconsistsofsmallsetofvalues,principlesandpractices(Rubin,2013,p.35).
TherearethreedifferentrolesintheScrumframework:theProductOwner,theTeamandtheScrum
Master.TheproductOwnerisresponsibleforrepresentingtherequirementsofeveryoneconcerning
theprojectaswellasprojectsresultingsystem.Inaddition,theProductOwnermakessurethatthe
prioritizingtheitemsinProductBacklog.Theself-managingandself-organizingTeamisresponsible
fordevelopingfunctionality.TheScrumMasterisresponsibleforScrumProcess,fortrainingthe
ScrummethodologyforteammembersandforensuringthateveryonefollowsScrumrulesand
practices.(Schwaber,2004;Rubin2013,p.15-17).
Scrumisaniterativeandincrementalframeworkforprojectswherethedevelopmentisdonein
cyclesofworkcalledSprints.TheSprintsaretimeboxedwithaspecificenddateandeachiteration
shouldnottakelongerthanonemonth.TheTeamcommitstocompletethechosenitemsbythe
endoftheSprint.ThechosenitemsdonotchangeduringaSprint.(Deemer,Benefield,Larman&
Vodde,2010,p.4-5).
Scrumisamanagement,enhancement,andmaintenancemethodologywheresoftwareproduct
releasesareplannedbasedonthecustomer´srequirements,timepressure,competition,quality,vision
andresources(Sutherland,2011,p.57).TheScrummethodologyfocusesonteamempowerment,
sprintbasedschedulingandplanningandperiodicclientfeedback.Theteammanagesitsownwork
andreviewstheinternalprocessesaftereachsprint.Themainideaistocontinuouslyimprovethe
processesandresultsoftheteam.Asetoftasksarechosenfromtheprojectsbackloginthebeginning
ofeachsprint.Thus,teamdecidesandcontrolstheworktheyareplanningtododuringtheupcoming
sprint.Incasethatsomeoftheworkisnotdoneduringthesprint,unfinishedtaskswillbereturned
tothebacklog.Projectsclientgivesfeedbackaftereachsprintandiftheworkisnotacceptedbythe
customer,theunfinishedworkwillbereturnedtothebacklog(Ferreira&Martins,2016;Sutherland,
2014).
Inordertoimplementasuccessfulproject,itoughttobedoneprojectinagreedtimewithinthe
allocatedbudgetanddesiredqualitystandards.MainbenefitsofusingScrumareimprovedreturn
oninvestment,reducedcostsandfastresults(Rubin,2013,p.6-7).Scrumwasdesignedtoprovide
transparencytobothteammembersandthoseoutsideoftheteam.Forexample,amanagercangoto
aScrumboardandseethestateoftheteamandtheprojectwithintheseconds.(Sutherland,2011,p.
137).Theaccurateestimatesinthebeginningoftheprojectareinkeyrole,whenaimingatsuccessful
andtimelycompletiononaproject.InScrumthemostdifficulttaskisarriveatapproximateestimates
sincetheestimationtransformanindividualactivitytoagroupactivity.(Agarwal&Majumda,2012,
p.97).Inaddition,therearedifferentwaystomeasuretheScrumteam.Forexample,avelocityisthe
measuredcapacityoftheteamtodelivervalue.However,themeasurementisnotofanindividual,
butoftheteamvelocity.Projectplanningandespeciallyschedulingcanbedoneusingteamvelocity.
Forexamplethelengthoftheprojectcanbeprojectedonhowmanystorypointsateamcandeliver
inonesprint.However,teamscannotbedirectlycomparedwitheachotherandtheestimationisonly
foracertainteam.(Davis,2013,p.125-127).
EventhoughScrumisconstantlyspreadingasaprojectmanagementmethodology,therearealso
challengeswhenusingScrum.Forexample,codequality,lackofScrumtrainingandinterruption
oftheteamworkoughttobeconsideredwhentheScrummethodologyischosentobetheproject
managementframework.(Akif&Majeed,2012,p.2).Theperformancemeasurementformonitoring
Scrumbasedprojectsisimportantinordertoevaluatetheefficiency.TheTeamusesBurndown
Chartwheretheestimatedworkiscalculatedonadailybasis.Themetricscouldalsoincludeviews
fromthreestakeholders:ITmanagement,Teammembersandcustomers.(Mahnič&Vrana,2007,
p.243).Inaddition,thereisaconflictbetweenatraditionalprojectorganizationandagileproject
organization.TheScrummethodintroducestwomanagerroles;theProductOwnerandtheScrum
Master.Increasingmanagementoverheadislikelytocauseaconflictbetweennewandoldmanagement
roles(Vilkki,2010).ParticularlylargeorganizationsfacechallengeswhenitcomestoAgilityand
thereforearemoreinthepretendingtodoScrumphase(James,2010).
THeFIRMA LeARNING eNVIRoNMeNT
TheFIRMAisalearningenvironmentoftheICTEducationandResearchUnitofTurkuUniversity
ofAppliedSciences.Thestudent-drivenprojectofficeoperateslikeasmallcompanyproviding
developmentprojectstobothuniversityinternalandexternalcustomers.Typicalassignmentsinclude
websitedesigns,small-scaledatabaseapplications,andendusertrainingsessions.(Säisä,Määttä&
Roslöf,2017,p.234).
Student-drivenprojectofficehasaninternalorganization.ThestudentCEOisresponsiblefor
generaladministration,staffingandsellingactivities.Thestudentprojectmanagerscoordinatethe
customerprojects,andleadtheteamsandteammembersarefocusedonimplementingthecustomer
projects.Dependingontheindividualinterestsandcompetencies,thestudentscanfocusondifferent
ICTengineeringtopics,suchaswebsitedesign,networkadministrations,graphicsandsoftwaretesting.
TUASstaffmentorthestudentswhenneeded,helpwiththenegotiationswithcustomersandmake
surethatthelearninggoalsaremetduringtheprojects.(Roslöf,2016,p.427).TheFIRMAandHot
Potatoprojectsarebasedonthecustomerneedsandthus,thegoalandthescopeofeachprojectvary
alot.Agileprojectmanagementmethodsaremainlyusedindevelopmentprojects,becausetheysuit
thebestforthatpurpose.TheFIRMAhaschosenScrumasitsagileprojectmethod,sinceitisone
ofthemostusedmethodsalsointheindustry.
MajorityofthestudentsworkingintheFIRMAarestudyingintheICT-focusedBachelorof
EngineeringorBachelorofBusinessAdministrationdegreeprograms.Studentshavetwowaysto
entertheFIRMA:theycaneitherdotheirinternshipintheFIRMAortheycanattend“ICTServices
andProjects”coursethatcontains7-10ofprojectworkintheFIRMA.(Määttä,Säisä&Roslöf,2016,
p.273).WorkdoneinthecustomerprojectsoftheFIRMAisintegratedinthecurriculumsothatthe
studentsgaincreditsfortheintroductorycourse,workplacement,thesisorseparatelyagreedcourses
ifthecontentsofthecustomerprojectissimilartocontentsandlearningobjectivesofthiscertain
course.Inaddition,itispossibletocompletetailoredadvancedprofessionalstudiesintheFIRMA
aswell(Säisäetal.,2017,p.238).
Inadditiontocustomerprojects,theFIRMAparticipatesinexternallyfundedR&Dprojects,where
thefocusissetondigitalizationofSMEs.“HotPotato”project(2017-2018)createsdevelopment
serviceswithalevertomeettheuniqueneedsofSMEsinsuchawaythecontentfitstothe
adaptabilitycapabilityoftheSME.Theleversaredigitalization(includingknowledgework,work
flow),gamification(includinglearning,training,andusersatisfaction),andknowledgemanagement
(includingmanagementmethodsandobjectsinrelationtoproductivityandwell-beingatwork).The
purposeoftheserapidexperimentsistoinspireandmotivatethestaffandmanagementinthetarget
companiestoperseveringdevelopmentpracticeusingcollaborativeexperiment-orientedculture.The
briefcaseistheconcreteproductthatenablestheefficientdisseminationofthelever-basedtoolfor
increasingproductivityandwork-beingatwork.ThebriefcaseisusedbytheSMEstoevaluateand
developtheirperformanceandmanagethechangeprocess.DuringtheHotPotatoproject,therewill
be50customerpilotsdoneinco-operationwithTurkuUniversityofAppliedSciences,Universityof
TurkuandnationallycompaniesinFinland.Theprojectisfundedbypartneruniversities,companies
andEuropeanSocialFund.StudentsintheFIRMAwillactivelyparticipateinthecustomerpilotsas
wellasothertasksoftheproject,suchasorganizingthreeeventsfor200companies.(Säisäetal.,
2017,pp.240-241).
SCRUM PRoJeCT MANAGeMeNT IN THeFIRMA
Agileprojectmanagementisagreatwaytoleadtheserapidexperimentprojectsdoneincooperation
withthecompanies.Themaingoaloftherapidexperimentsisnottodesigntoocarefullytheentire
changeprocessforthecompanybeforehand,butactuallytrysomethingnew,andiftheexperiment
seemstofitforthecompany´spurpose,thenthefocusissettoapplythechosenexperimenttothe
company´sprocesses.Obviously,iftheexperimentdoesnotseemtofitforthecompany´spurposes,
itcanbeeasilyabandonedandchangedforanewrapidexperiment.Whentheprojectiscarefully
plannedbeforehand,butthetestingphaseimpliesthattheresultsarenotactuallythosethatacompany
islookingfor,thenthelong-lastingplanningphasetooktoolargeportionofthewholeproject.In
HotPotato,focusissettorapidexperiments.TheScrumprojectmethodologyworkswellwiththese
projects.
Inthebeginningoftheprojectwork,halfadayofScrumistaughtforstudents.Afterashort
theory,studentsaredividedintoteamsandthepracticeofScrumistaughtviaScrumLegosimulation.
Themainideaofthegameistodesignandimplementatownbasedonaproductowner’sneeds.
Figure1.showstheLegocitybuiltbystudentsinspring2017.TheScrummastermakessurethat
alltheteamsareabletodotheirbest.ThetownismainlybuildofLegobricks.Alltheteamsare
buildingthesamecityakathesameproduct.TheLegocityisoughttobebuiltinthreeiterationsof
7minuteseach.Oncetheteamshavebuiltoralmostbuiltthecityinthreeiterations,alloftheplayers
understandthebasicsoftheScrumframework.Afterthegame,studentsaremoreconfidenttouse
Scrumasaprojectmanagementmethodintheirprojects.(Krivitsky,2011).
IntheprojectswhereScrummethodologyisused,TUASstaffmemberisusuallytheProduct
Ownerandthus,awareofthecustomer´sneeds.ScrumMasterischoseninthebeginningoftheproject
amongthestudents.TheScrumMasterfocusesonmakingsurethattheprocessesoftheScrumare
beingfollowedproperly.TheScrumTeamconsistsofjuniorandseniorlevelstudentsthatconcentrate
onimplementingtheprojectandmeetingtheneedsofthecustomer.Inorderforthissetofrolesto
work,theProductOwnerhastofullyunderstandtheneedsofthecustomerinordertocommunicate
theneedsfortheTeam.TheScrumMasterhastounderstandthemethodologyoftheScruminorder
tofacilitatetheprocessesandenvironmentfortheTeam.Finally,theTeamhastobemotivatedto
committotheScrumframeworkandtothecustomerproject.
Accordingtotheformerexperience,Scrumwasfoundtobeausefultooltoeaseupthetransition
fromtheplanningphasetotherapidprototypingandimplementationphase.Inaddition,usingScrum
strengthensthecommitmentoftheProductOwnerandpotentialuserstothedevelopmentprocess.
(Kulmala,Luimula&Roslöf,2014).AccordingtoourexperienceintheFIRMA,themostefficiency
ofusingScruminthecustomerprojects,isreachedwhenthestudentsworkfull-timeduringthe
summerworkorinternship.Workingfull-timeinthecustomerprojectsenablesstudentstododeeper
co-operationwiththeteamandthereforeacceleratetheworkflowandimprovethesprints.However,
duringtheacademicyearstudentsworkintheFIRMA10-15hoursperweekonaverage.Whenthe
teammembershavedifferentschedules,themutualtimeforthewholeteamtoworktogetherisonly
coupleofhoursperweek.Thisleadstoasituation,wheretheteamhastoefficientlycommunicate
abouttheprojectanddividethetasksbetweenteammembersinordertoproceedwiththecustomer
project.AsaScrumMastersperspective,theworkisoughttobedonewithinteams.Student´sseparate
schedulesforcestheworktobedonemoreasindividualsthaninteams.
Figure 1. The Lego city built by students in Spring 2017
dISCUSSIoN ANd CoNCLUSIoN
Inthispaper,integrationofagileprojectmanagementintouniversity-industrycollaborationprojects
hasbeendescribedanddiscussed.Itseemsthattheclearshort-termgoalsandschedulesenhance
engagementofthestudentstoprojectworkandthus,enhancestheirlearningandmotivation.Learning
environmenttheFIRMAhasbeenoperatinginitscurrentformfortwoyearsnowandtheexperiences
usingtheScrummethodologyarepromising.ExternallyfundedR&Dprojectenablesuniversities
todowiderco-operationwithindustryandthus,moresuitableprojectsforstudentstoenhancetheir
knowledgeandrelevantskills.TheScrummethodologysuitswellespeciallyinR&Dprojectsthere
thefocusissetonrapidprototypingandexperimenting.
ThefeedbackfromthestudentsaboutusingtheagileprojectmanagementintheFIRMAis
mainlypositive.Accordingtothefeedback,inthefieldofinterdisciplinaryskills,studentsaremore
confidentaboutworkingintightlyscheduledprojectandtheyareabletoworkmoregoal-orientated.
Especiallyteamworkandcommunicationskillshaveimprovedduringtheprojectworking.Inthe
future,industryexpectsengineerstobetechnicallycapable,butalsotohaveprojectmanagement
skillsaswellasconstantpassiontolearnmore.
Naturally,therearealsodevelopmentideastoconsiderinordertoimprovetheprojectmanagement
inthelearningenvironment.ScrumMastersareusuallyseniorlevelstudentswhohavebeenworking
indifferentcustomerprojectsalreadyandhavegatheredtechnicalandsocialknowledgeinproject
work.ThisleadstofactthatScrummastersarealsoinadvancedstageoftheirstudies.Currently
mostofstudentsthatworkintheFIRMAareinthefirstorsecondyearattheirstudies.Thegroupof
studentsthatareintheadvancedstageoftheirstudiesisalotsmaller.Thisleadstothefactthatthe
seniorstudentgroupisnotlargeenoughtomanagetheprojectsandsharetheirknowledgewithall
thejuniorstudentsworkingintheFIRMA.Inthefuture,thegoalistoalsoexpandtheseniorteam
sotheseniorlevelstudentswouldnothavethatmanyprojectstomanageandtheywouldhavemore
timeonknowledgesharingandmentoringjuniorstudents.Inaddition,inthefuturemorefocusisset
toengagethecustomerstotheScrumprocessesinordertomakesurethatthemeetingandfeedback
oftheSprintsaredoneinagreedSprintschedule.
Theefficiencyoftheprojectmanagementisquitedifficulttomeasure.Projectsvary,skillsofthe
participatingstudentsindifferentprojectsvaryandparticipationlevelofthecustomersvary.Inorder
toevaluatetheefficiencyofchosenprojectmanagementmethod,qualitymetricsshouldbecarefully
planned.However,currentlythefeedbackfromthestudentsaswellasfromthecustomershavebeen
mostlypositive.IfconsideringtheideaofthelearningenvironmenttheFIRMA,themainideaisto
enhancethelearningbydoing.TosuccessfullyimplementaprojectwithtraditionalWaterfalloragile
projectmanagementmethod,astudentneedstohavesamekindsofknowledgeareas.Thedifference
betweenthesemethodsisthewayhowtheprojectisoperated,coordinatedandmanaged.Especially
inthefieldofIT,astudentneedstounderstandbothmethodsintheoryandinpractice.Themain
ideaoftheScrummethodologyistoconstantlydevelopfurthertheteam’soperation.However,in
universityprojectsitisnotpossibleforthesameteamtoworktogetherinseveralprojects.Therefore,
themainfocususingScruminUniversity-Industrycooperationprojectsistogetthebasicexperience
onhowtousetheScrumprojectmanagementpracticesinprojects.
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Marika Säisä is a lecturer in the ICT unit of Turku University of Applied Sciences. She holds a Master of Science in Technology degree from University of Turku (Finland). She is a responsible project manager in theFIRMA, mainly concentrating on customer relations and mentoring students with customer projects. She has participated in several national externally funded projects. Currently she works as a project manager in Inside the Box and Hot Potato.
Katariina Tiura is an alumni of the ICT unit of Turku University of Applied Sciences, majoring in Information and Communications Technology. During her studies, she has been an active student in theFIRMA, working as a student CEO and student project manager. Currently, she works as a project manager in CGI.
Rita Matikainen is a project engineer in the ICT unit of Turku University of Applied Sciences. She holds a Bachelor of Science in Technology degree from Turku University of Applied Sciences (Finland). She is responsible HR manager in theFIRMA, mainly concentrating on HR, customer relations and mentoring students with customer projects. Currently she works as a project engineer in Inside the Box, Hot Potato and TRY OUT! projects.
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