A PROJECT APPROACH FOR IMPLEMENTATION OF GIS THE MAIN PRINCIPLES OF PRINCE2 AND SCRUM METHODS

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1 A PROJECT APPROACH FOR IMPLEMENTATION OF GIS THE MAIN PRINCIPLES OF PRINCE2 AND SCRUM METHODS Krzysztof Świtała, mgr ing. Faculty of Law an Administration Cardinal Stefan Wyszyński University Warsaw, Poland Abstract The project management approach is a new direction of management sciences. This is the discipline of planning, organizing, motivating, and controlling resources to achieve specific aims. In this way organizations can effectively introduce changes in the routine business activity and deliver new products. This article focus on using project approach and its specific methods and frameworks (like a PRINCE2 and SCRUM) for implementation of GIS solutions. Keywords: project management, PRINCE2, SCRUM, GIS. 1. Introduction This article talks about using the project approach for project and implement GIS solutions. First of all, we should answer the question: what is a project? In one of the most universal definitions a project is comprehended as different from routine based actions a new, untypical venture for particular organization (Pawlak, 2006). The Oxford English Dictionary describes the project as an individual or collaborative enterprise that is carefully planned to achieve a particular aim [I]. The Project Management Body of Knowledge (PMBOK) defines project as a temporary endeavor undertaken to create a unique prouct, service, or result (PMI, 2008). We can visualize project work in many ways, but one of the most popular and useful model is what is sometimes called the project triangle (Chatfield, Johnson, 2007). Figure 1. The project triangle. Source: personal elaboration, It is the project view in main terms and constraints of: Time - a project's activities can either take shorter or longer amount of time to complete, Cost - it's necessity for both the project manager and the organization to have an estimated cost when undertaking a project, Scope it looks at the outcome (product) of the project undertaken. Other important factors are: Quality degree to which a set of inherent characteristics fulfils requirements. Inherent, as opposed to assigned, means existing in something, especially as a permanent characteristic (ISO 9000: Quality management systems Fundamentals and vocabulary). Risk effect of uncertainty on objectives. An effect is a deviation from the expected 173

2 positive or negative. Risk is often characterized by reference to potential events and consequences, or a combination of these. Risk is often expressed in terms of a combination of the consequences of an event (including changes in circumstances) and the associated likelihood of occurrence (ISO Guide 73: Risk management - Vocabulary). Benefits the measurable improvement resulting from an outcome perceived as an advantage by one or more stakeholders (PRINCE2:2009). One side of the triangle cannot be changed without affecting the others. Well conducted projects often use the best management practices and methodologies, such as PMBOK, PRINCE2 and agile SCRUM, which are settling the main principles, themes and processes. One the one hand, in Poland main of the biggest projects of GIS implementations employ the PRINCE2 method, for instance, GEOPORTAL2 project realize by The Head Office of Geodesy and Cartography (GUGiK) (Kubiak et al., 2008). On the other hand, many of smaller regional and local GIS solutions uses an agile development framework for managing projects, such as SCRUM. In next parts of this article we describe most important details of PRINCE2 and SCRUM methods. 2. The PRINCE2 project management method PRojects IN Controlled Environments (PRINCE2) is a structured project management method based on experiences of a lot of projects. It was developed by the UK government agency Office of Government Commerce (OGC) and is used widely within the UK government as the de facto project management standard for its public undertakings. In the PRINCE2 definition project is a temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case (Murray, 2009). There are a number of features of project approach that distinguish it from the usual business activity in organizations: Change projects are the means by which we introduce change. Temporary as the definition above states, projects are temporary in nature. Once the desired change has been implemented, business as usual resumes (in its new form) and the need for the project is removed. Projects should have a defined start and a defined end. Cross functional project involve a team of people with different skills working together (on temporary basis) to introduce a change that will impact others outside the team. Projects often cross the normal functional divisions within an organization and sometimes span entirely different organizations. This frequently cause stresses and strains both within organizations and between, for example, customers and suppliers. Each has a different perspective and motivation for getting involved in the change. Unique every project is unique. An organization may undertake many similar projects, and establish a familiar, proven pattern of project activity, but each one will be unique in some way: a different team, a different customer, a different location. All these factors combine to make every project unique. Uncertainty clearly, the characteristic already listed will introduce threats and opportunities over and above those we typically encounter in the course of business as usual. Projects are more risky (Murray, 2009). The PRINCE2 method structure based on four integrated elements: 174

3 Figure 2. The structure of PRINCE2. Source: personal elaboration, The principles - these are the guiding obligations and good practices which determine whether the project is genuinely being managed using PRINCE2. There are seven principles and unless all of them are applied, it is not a PRINCE2 project: 1. Continued business justification a PRINCE2 project has continued business justification. 2. Learn from experience PRINCE2 project teams learn from previous experience: lessons are sought, recorded and acted upon throughout the life of the project. 3. Defined roles and responsibilities a PRINCE2 project has defined and agreed roles and responsibilities within an organization structure that engages the business, user and supplier stakeholder interests. 4. Manage by stages a PRINCE2 project is planned, monitored and controlled on a stage - by - stage basis. 5. Manage by exception a PRINCE2 project has defined tolerances (for the time, cost, quality, scope, risk, benefits) for each project objective to establish limits of delegated authority. 6. Focus on products a PRINCE2 project focused on the definition and delivery of products, in particular their quality requirements. 7. Tailor to suit the project environment PRINCE2 is tailored to suit the project s environment, size, complexity, importance, capability and risk (Murray, 2009). The themes - describe the aspects of projects management that must be addresses continually: 1. Business Case the purpose of this theme is to establish mechanisms to judge whether the project is (and remains) desirable, viable and achievable as a means to support decision making in its (continued) investment; 2. Organization the purpose of this theme is to define and establish the project s structure of accountability and responsibilities; 3. Quality - the purpose of this theme is to define and implement the means by which the project will create and verify products that are fit for purpose; 4. Plans - the purpose of this theme is to facilitate communication and control by defining the means of delivering the products; 5. Risk - the purpose of this theme is to identify, asses and control uncertainty and, as a result, improve the ability of the project to succeed; 6. Change - the purpose of this theme is to identify, asses and control any potential and approved changes to the baseline; 7. Progress - the purpose of this theme is to establish mechanisms to monitor and compare actual achievements against those planned, provide a forecast for the project objectives and the project s continued viability, and control any unacceptable aberrations (Murray, 2009). 175

4 The processes the process is a structured set of activities designed to accomplish a specific objective. A process takes one or more defined inputs and turns them into defined outputs (Murray, 2009). The PRINCE2 method has seven processes, which provide the set of activities required to direct, manage and deliver a project successful. Key: SU Starting Up a Project IP- Initiating a Project SB Managing Stage Boundary Figure 3. The PRINCE2 processes. Source: Wikimedia Commons, 2010, CP Closing a Project The project environment - the surroundings or conditions in which the PRINCE2 project operates. PRINCE 2 Project management definition is the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve he project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks (Murray, 2009). The PRINCE2 is very useful and popular approach of the project management in public and private sector in Europe. PRINCE 2 is a process driven method which contrasts with reactive and adaptive agile project management methods, such as Scrum. 3. SCRUM as an agile project management framework Scrum is an holistic, lightweight, iterative and incremental agile product development framework for managing projects. Product development, using Scrum, occurs in small pieces, with each piece building upon previously created pieces. Building products one small piece at a time encourages creativity and enables teams to respond to feedback and change, to build exactly and only what is needed [II]. Scrum provides a small set of rules that create just enough structure for teams to be able to focus their innovation on solving what might otherwise be an insurmountable challenge [II]. This kind of management method based on Agile Manifesto, which is expressed following preferences: Individuals and interactions over processes and tools, Working software over comprehensive documentation, Customer collaboration over contract negotiation, Responding to change over following a plan (Beck et al., 2001). The Agile Manifesto is based on twelve principles: Customer satisfaction by rapid delivery of useful software, Welcome changing requirements, even late in development, Working software is delivered frequently (weeks rather than months), Working software is the principal measure of progress, Sustainable development, able to maintain a constant pace, Close, daily cooperation between business people and developers, 176

5 Face-to-face conversation is the best form of communication (co - location), Projects are built around motivated individuals, who should be trusted, Continuous attention to technical excellence and good design, Simplicity - the art of maximizing the amount of work not done - is essential, Self-organizing teams, Regular adaptation to changing circumstances (Beck et al., 2001). Agile methods based on reversed thinking of project management than traditional waterfall model based on sequential design process (Chrapko, 2013). Project in Scrum can be described by simple expression throughout a number of Sprints the team focuses on the most prioritized items from the Product Backlog to reach the project s goals (Abel, 2012). A heart of Scrum is a Sprint, a time-box of one month or less during which a Done, useable, and potentially releasable product Increment is created. Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint [III]. Scrum provides three core roles, which are representing the Scrum Team: The Scrum Master is responsible for ensuring Scrum method is understood and enacted; The Product Owner is responsible for maximizing the value of the product and the work of the Development Team; The Development Team consists of professionals who do the work of delivering a potentially releasable Increment of a finished product at the end of each Sprint (Schwaber, Sutherland, 2011). Scrum delivers artifacts represent work or value in various ways that are useful in providing transparency and opportunities for inspection and adaptation of project: The Product Backlog, owned by The Product Owner, is an ordered list of everything that might be needed in the product and is the single source of requirements for any changes to be made to the product. The Sprint Backlog is the set of Product Backlog items selected for the Sprint plus a plan for delivering the product Increment and realizing the Sprint goals. The Increment is the sum of all the Product Backlog items completed during a Sprint and all previous Sprints (Schwaber, Sutherland, 2011). Scrum is the best choice for the small software projects and innovative projects with unspecified scope. This project approach assures more efficient and quicker products realization without excessive burdens connected with the leadership of the project and guarantees more exact cooperation with stakeholders (Miłosz et al., 2011). Figure 2. The SCRUM Process. Source: Wikimedia Commons, 2011, 177

6 4. Conclusions There is no doubt that project approach with project management methods and frameworks is a best way to make a successful projects. Thus, for instance, The European Union Institutions prefer this kind of management approach for delivering products of projects, which are financed from EU funds. The policies of UE are realized by funding projects in order to achieve of economic, social and territorial cohesion (Domiter, Marciszewska, 2013). These best practices can be also useful for implementing GIS solutions. References 1. Pawlak, M. (2006), Zarządzanie projektami, Wydawnictwo Naukowe PWN, Warszawa 2006, p Domiter, M. and Marciszewska, A. (2013), Zarządzanie projektami unijnymi. Teoria i praktyka, Difin, Warszawa, pp Chrapko, M. (2013), SCRUM. O zwinnym zarządzaniu projektami, Helion, Gliwice, pp Chatfield, C. and Johnson, T. (2007), A short course in project management, available at: HA aspx (accessed 10 June 2013). 5. Kubiak, D., Kuśmierz, M., Matysiak-Kusiak, M. and Paciorek, K. (2008), Ocena stopnia przygotowania beneficjentów projektów kluczowych VII Osi Priorytetowej PO IG do realizacji projektów i absorpcji środków z funduszy strukturalnych - raport końcowy, Wydawnictwo Akademii Leona Koźmińskiego, Warszawa, pp. 217, available at: (accessed 10 June 2013). 6. Murray, A. (ed.) (2009), Managing Successful Projects with PRINCE2, The Stationery Office, Norwich 2009, pp. 3-4, 11 14, , Beck, K. et al. (2001), Manifesto for Agile Software Development, available at: (accessed 10 June 2013). 8. Beck, K. et al. (2001), Principles behind the Agile Manifesto, available at: (accessed 10 June 2013). 9. Abel, A. (2012), Scrum and Project Governance, available at: (accessed 5 June 2013). 10. Schwaber, K. and Sutherland, J. (2011), The Scrum Guide, Scrum.org, pp. 5-7, available at: (accessed: 12 June 2013). 11. Miłosz, M., Borys, M. and Plechawska Wójcik, M. (2011), Współczesne technologie informatyczne - metodyki zwinne wytwarzania oprogramowania, Politechnika Lubelska, Lublin, pp Joint publication (2008), A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Fourth Edition, Project Management Institute, Newtown Square, pp [I] Oxford English Dictionary - definition of project in English, available at: (accessed 10 June 2013). 14. [II] What is SCRUM?, Scrum.org, (accessed: 10 June 2013). 15. [III] Glossary of Scrum terms Sprint, available at: Glossary (accessed 5 June 2013). 178