Can you please produce the Background, Scrum Implementation, Analysis, Results of this case study

You should provide some completed detailed analysis

https://gigvvy.com/journals/ijase/articles/ijase-202203-19-1-001.pdf

5. CASE STUDY - APPLICATION OF SCRUM FRAMEWORK TO MANAGE PART OF A DESIGN-BUILD PROJECT The method proposed in Section 4 was implemented at a privately-held 100-employee general contracting firm, MCN Build, located in the Washington, D.C. metro area in the United States with an annual project volume of over US$ 500 million in 2019. The firm has expertise in Design-Build project delivery and primarily operates in the school building sector. This case focused on a Design-Build school construction project located in Deanwood, Washington, D.C., under a GMP contract of over US$ 50 million. The project involved demolition, erection of temporary facilities, renovation of the existing school building (Phase 1), the addition of a new building (Phase 2), and connecting both structures. The project team kickstarted the project in August 2018. Design development continued while crews carried out demolition. The design team issued final drawings of Phase 1 and Phase 2 for construction in May 2019. Phase 1, which included demolition, the building of temporary facilities, and renovation, was substantially completed in July 2019. The team managed this DesignBuild project in a fashion similar to the ways typical construction projects are managed, i.e., using the Waterfall Project Management method. The team held OAC meetings every week, which involved the project management team, the Superintendent, owner representatives, and the design team. Issues of construction progress were discussed during these meetings, but discussions were not undertaken for future tasks and features as these meetings were only used to brief the stakeholders in regard to the construction progress made. The team used a master schedule created at the start of the project to create three-week schedules for the field team. The master schedule was updated every two weeks in order to incorporate any new advances or delays in construction. The team had little to no opportunity to create a solid plan based on these updates since none of the stakeholders are consulted when these updates are prepared. The construction management team acted as a centralized planning body, which then directs the work of numerous stakeholders involved in the project. While the construction team was preparing to kickstart Phase 2 involving the construction of the new building, the owner floated an idea of an outdoor classroom to be constructed on the roof of the new building addition. The roof plan before and after modification is shown in Fig. 3. The design team was instructed to modify structural steel for the section, which was to support the outdoor classroom on the roof since modifying a structure becomes extremely difficult and costly once it is placed. New structural drawings related to the outdoor classroom section were prepared and issued in August 2019 and were incorporated in the construction. However, there was no express instruction given to create an architectural design for the outdoor classroom. No further requirements and feedback were collected from the stakeholders, and the construction was continued for the rest of the building. Finally, it became apparent to the team that a design for the outdoor classroom would be required soon in order to incorporate it into the overall building construction and prevent significant delay to the overall project schedule.

5.1 Implementation - Scrum Framework Applied to Design and to Build the Outdoor Classroom Section Adaptation and implementation of Scrum were undertaken to finish the design and construction of the outdoor classroom section. The teams were categorized and given the Scrum roles as described in Section 4. Product Owner - Jacob Goldsmith (Project Manager) Scrum Master - Eddie Lawton (Project Engineer) Design team - Isaac Gregory (Architect), Bill Smith (Structural Engineer), Kyle Jones (Mechanical Engineer), Rick Johnson (Landscape Architect) Construction team - Ali Baires (Superintendent), Nathan Jackson, Mike Dysard, Adam Moore, James Applegarth (Foreman) The design team used two-week Sprints while the construction team used one-week sprints. Basic training in Scrum was given to the stakeholders as a primer while the Project Manager and the Project Engineer were already well-versed with the Scrum methodology. The design team conducted Daily Scrums and Sprint Planning meetings virtually from different locations but conducted the Review and Retrospective in person. The construction team conducted all meetings onsite. The study spans 12 weeks, during which the outdoor classroom section was designed, approved, and constructed. Evaluation of usage benefits of the adopted Scrum methodology is limited to two performance parameters of the construction project - Schedule and Cost.

5.2 Project Results The construction of the outdoor classroom has been completed on schedule and has not affected the critical path and has not delayed the original substantial completion date of the overall project. Before the implementation of Scrum, the project team was anticipating significant delays and added costs resulting from the failure to design the outdoor classroom section and start its construction in time. To make the outdoor classroom section accessible for disabled students, it required a ramp connecting the main building to the outdoor classroom. One the one hand, if the project team did not design the outdoor classroom section in time, construction would have to be stopped in order to incorporate ramp in the original design, otherwise leading to the necessary demolition of construction already put in place. On the other hand, after the project team implemented Scrum to manage both design and construction of the outdoor classroom section, the cost of the outdoor classroom section was calculated at US$ 243,000 and remained under the initially allocated allowance of US$ 250,000 by nearly 3%. Estimates showed that the demolition of various components that would have been necessary to accommodate a ramp by lowering the slab would have cost more than US$ 43,000 (see Fig. 4 and Fig. 5). When added to the outdoor classroom section cost, the sum of over US$ 286,000.00 would have been almost 18% more than the actual cost incurred after implementing Scrum and more than 14% over budget. The participants were asked to respond to the following questions on a scale of 1 to 10.

Familiarity - What was the level of their prior knowledge of Scrum framework and Agile Project Management in general? Communication - What was the level of ease observed in communication relative to their normal project management process? Guidance - What was the level of guidance provided by the Scrum Master? Schedule - What was the level of effectiveness of various meetings? Scalability - To what extent is Scrum scalable in Design-Build construction projects? Future use - What is the extent to which they would like to have Scrum used in future construction projects? Four members from the design team and five members from the construction team provided responses to every question listed above. Results show that the members of the design team were more familiar with Agile methodology than the members of the construction team, which the teams anticipated. Analysis of the responses reveal that both the design team and the construction team believed that the level of ease in communication increased significantly relative to their regular project management process (see Fig. 6). The guidance provided by the Scrum Master as well as the effectiveness of meetings were also rated high. Analysis also shows that teams have high confidence in the scalability of Scrum and have high approval ratings for its usage in a future construction project.

6. DISCUSSION It is understood that full agility is only possible during the design phase, while partial agility is gained during the construction phase in how the construction team is managed since changes in construction already put in place incur high costs. This can be mitigated by the use of BIM (Building Information Modeling) technology to convey the designer's intent to the stakeholders as realistically as possible using the current state of BIM technology. Designer's intent refers to the drawings and other information produced by the design team that convey the fundamental, intrinsic requirements of a design. Parametric modelling, which uses algorithm to create models, has been brought to the forefront with the increased use of BIM and can further assist in precise conveyance of designer's intent (Designing Buildings, 2015). Training is necessary for all members of the project team, including those working in the field to implement Agile Project Management on any full-scale construction project. Overall, the project team members should be made aware of advantages of utilizing Agile methodology. The Project Manager on the team should have the necessary Product Owner training while the Scrum Master on the project should have Scrum Master training. In turn, these individuals should guide the design team and the construction team on the Scrum framework and how various processes being adopted by the team are a subset of the Scrum framework. With proper training, everyone on the team should have the necessary knowledge of what is expected out of each member to create self-governing teams. Teams should also be willing to give up the conventional hierarchical roles defined for implementing sequential project management methods. In contrast, Agile works on the principles of collaboration, which requires that the hierarchical roles be removed within the team. Scrum of Scrums is a technique used to scale Scrum to large groups over a dozen people (Agile Alliance, 2019), which can be implemented within an organization to use Scrum methodology for multiple projects. While implementing Scrum, one should be aware that Scrum is a framework within which distinct processes can be developed by the team. This inherent flexibility of Scrum framework can lead to a swift implementation of Scrum across the project as well as an entire organization. One limitation of the presented case study is a relatively large number of members of the Scrum team. The size of the team resulted from specific operational requirements related to the management of the construction project in the study. Future studies may address the impact of the Scrum team size on project management productivity. It would be of interest to determine if the nature of construction projects generates optimal project management Scrum team sizes that are significantly different from guidelines for project management Scrum team size in other project domains such as software systems development and deployment.