Designing an approach for managing tacit knowledge in scrum-based software development teams in the Philippines / Franklin C. Agsaway

Date : October 2012
Number of Pages : 62 leaves
Adviser : Dr. Serafin D. Talisayon

Abstract

An approach for managing tacit knowledge in Scrum-based software development teams in the Philippines is presented based on identified gaps in four Scrum teams and applicable concepts and best practices in knowledge management that can be applied within the Scrum method.

Tacit knowledge embodied in people can be effectively transformed to products which generate business value for a firm. Effective knowledge management of tacit knowledge can help the company to have a culture of innovation, transfer best practices, gain competitive differentiation, and develop core competence. To manage customer expectations and adapt quickly to changing requirements, Scrum method was introduced to enable the team to release working product increments during periodic intervals, and adjust accordingly based on external feedback from the customer and internal feedback within the team. Scrum has been useful in bringing productivity gains to several software development companies.

Four Scrum teams from three different software development companies participated in a survey to assess the teams' level of tacit knowledge management and level of compliance to the Scrum method. The questionnaire consisted of items to assess management of different components of the team's intellectual capital-human capital, structural capital and relationship capital. Some questions were used to assess the teams' behavioral characteristics. A Scrum checklist was used to assess the teams' level of compliance to the Scrum method. The results were analyzed and the teams' strengths and weaknesses were identified.

Knowledge management concepts and practices were analyzed for applicability within the Scrum method. Several tools were recommended for each activity within Scrum to be able to enable effective management of knowledge during a particular activity. The result is a mapping of applicable knowledge management tools that can be integrated in each Scrum activity. Some tools were also recommended to be used outside of Scrum to ensure continuous improvement.

Recommendations were given on how the teams can be able to benefit from applying more effective knowledge management in their projects. The teams are also advised to ensure better compliance to the Scrum method and adopting it in its entirely to gain its full advantage. Improvements in the team's behavioral characteristics were also suggested to be able to make it more compatible with the Scrum method.

Scrum leverages on interactions between team members to ensure better transfer of knowledge and creation of higher business value. Several knowledge management tools can be used within Scrum and help in better management on the team's intellectual capital. However, the team's behavior and motivation also has a large affect on the project's success, and should also be given proper attention as people are the most value repositories of tacit knowledge, more than the many codified outputs and knowledge-embedded products.