Lean Construction Ireland Annual Book of Cases 2021 21 Case 5 • Scrum Master : Facilitates the Scrum process andTeam selforganisation; Removes obstacles and shields the team from interference; Responsible for improving performance of the team. • Team:Cross-functional (including testing); self-organising and self-managing group of individuals has autonomy regarding how to achieve its commitments; typically comprises 3-9 team members. Scrum entails four core meetings: • Sprint Planning: Product Owner presents READY backlog to Scrum Master andTeam; Deliverable is Sprint Backlog. • Daily Scrum:Team self-organises to improve performance; Deliverable is new daily plan for implementation and impediment removal. • Sprint Review:Team presents backlog that is DONE to Product Owner and Stakeholders. Deliverable is velocity (what Product Owner confirms is DONE), feedback (used to update Product Backlog), and potentially shippable Product Increment. • Retrospective: Scrum Master and team identify the top process improvement; Deliverable is the kaizen project to put at top of Sprint Backlog for next Sprint. The Scrum process, as illustrated in Figure 1, is initiated by theTeam, ScrumMaster, and Product Owner holding a Sprint planning meeting (1) which clarifies the batch of work to be undertaken.This work batch is refined into executable deliverables and assigned an effort measurement.These tasks are arranged in order of highest priority into a sprint backlog.The sprint is the event of executing these selected tasks and can be between 1-4 weeks in duration. Generally,we find that two-week sprints work best for all parties.The sprint is reviewed at a daily Scrum stand-up (2) where impediments and exceptions are highlighted. During the sprint, change can be accommodated with constant refinement of the backlog. Also during the sprint, any deliverables to be handed-off are reviewed by theTeam (3) to ensure the definition of done has been met and the next-customer’s conditions of satisfaction are fulfilled. On completion of the sprint, a retrospective (4) is conducted to capture any learnings for continuous improvement of the process.Whilst change and iterations can be accommodated during the sprint, it is important that focus is maintained on the duration and the goal (5).The process circles back to (1) to initiate the next sprint and batch of deliverables. Figure 2 shows one of the early sticky-note Scrum boards where the objective is to work through the sprint by moving the highest priority sticky-notes across the board fromTo Do (Backlog)To Doing and to Done. Figure 2. ‘Sticky-note’ Scrum Board The nature of DPS Group daily work involves thousands of interactions and hand-offs between designers, constructors, vendors, contractors, and clients. Any process that can enhance the visibility and transparency of these interactions will positively contribute to project outcomes.DPS Group is recognised globally as being an early adopter of Agile and Scrum principles, and implement the Scrum framework for Concept, Basis of Design, Engineering,Construction, Commissioning,Procurement,Continuous Improvement,Tender Bid Analysis,Departmental Management, andOperations Management coordination. Scrum is now embedded as a core element of our execution process. Consistent application is assured with the development of a procedural Guideline and Implementation Health Check.The following case examples illustrate the versatility of the Scrum approach towards resolving issues as diverse as achieving Mechanical Completion (MC) on a HVAC system, constraints management in LPS, and pre-screening potential change within the TVD process. Case #1 – MC on HVAC system Systems Completion is the process of taking a project from engineering into construction, and transitioning to full mechanical completion ready for commissioning and operations.Completing the final one per cent of scope has traditionally been a major pain-point for Construction and Project Management teams.Niggling close-out issues pertaining to Building Management Systems, Loop Checks, System Safety Checks, and Design ComplianceAlignment can easily add several weeks onto construction/commissioning hand-over dates.A DPS Group construction team successfully applied Scrum to achieve MC on a HVACAHU system, and this development has resulted in Scrum becoming a standard way of working to assist MC transitions from construction to commissioning teams. Figure 3, taken in early-2019, shows the Scrum board and theTeam transitioning Lean Initiative Improvements & Impact Figure 1. The Scrum Process
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