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Procedia Computer Science 179 (2021) 103–111

5th International Conference on Computer Science and Computational Intelligence 2020

5th International Conference on Computer Science and Computational Intelligence 2020
Effectiveness Analysis of Distributed Scrum Model Compared to
Effectiveness AnalysisinofThird-Party
Waterfall approach DistributedApplication
Scrum Model Compared to
Development
Waterfall approach in Third-Party Application Development
Kresna Dwi Prasetyaa, Suharjitob*, Devriady Pratamab
a
Kresna Dwi Prasetyaa, Suharjitob*, Devriady Pratamab
Computer Science Department, BINUS Graduate Program - Master of Computer Science, Bina Nusantara University, Jakarta, Indonesia 11480
b
a Computer
Computer Science Science
Department, Department,
BINUS GraduateBINUS Online
Program Learning,
- Master Bina Nusantara
of Computer Science, University, Jakarta,
Bina Nusantara Indonesia
University, 11480Indonesia 11480
Jakarta,
b
Computer Science Department, BINUS Online Learning, Bina Nusantara University, Jakarta, Indonesia 11480

Abstract
Abstract
Scrum is widely used to manage application development, including third-party vendors. There are some problems when third-
party
Scrumvendor usingused
is widely scrum such as communication
to manage challenges,including
application development, lack of control, and lack
third-party of trust.
vendors. Therefore,
There are some weproblems
proposedwhen
new model
third-
of distributed
party scrumscrum
vendor using usingsuch
Scrum
as of Scrum and Holonic
communication view to
challenges, manage
lack an application
of control, and lack of development project
trust. Therefore, weinproposed
third party
new vendors.
model
In this study we
of distributed created
scrum using3 model,
Scrum ofScrum
ScrumTeam Model, Meeting
and Holonic Coordination
view to manage Model, and
an application Product Backlog
development project Model.
in third In thisvendors.
party study it
has been
In this shown
study we that the Distributed
created scrumTeam
3 model, Scrum method is better
Model, than waterfall
Meeting method
Coordination as a result
Model, of the project's
and Product Backlogsuccess
Model.based
In thisonstudy
scope,it
time, andshown
has been cost aspects. Based on the
that the Distributed comparison
scrum method isresult, it is waterfall
better than found that the Cost
method as a Performance Index (CPI)
result of the project's and
success the on
based Schedule
scope,
Performance
time, and costIndex (SPI)Based
aspects. value on
of the
thewaterfall approach
comparison result,project is smaller
it is found that than the Distributed
the Cost Performance scrum approach
Index project
(CPI) and the as well as
Schedule
the change request
Performance Index issued by theofDistributed
(SPI) value scrum
the waterfall projectproject
approach resulting is less than
is smaller than the
the waterfall
Distributedproject.
scrum approach project as well as
© 2020
the changeTherequest
Authors. Published
issued by the by ELSEVIER
Distributed B.V.project resulting is less than the waterfall project.
scrum
© 2021
This The
is an Authors.
open accessPublished by Elsevier
article under B.V.
the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
© 2020 The Authors. Published by ELSEVIER B.V.
This is an open
Peer-review underaccess article under
responsibility the scientific
of the CC BY-NC-ND license
committee (https://creativecommons.org/licenses/by-nc-nd/4.0)
of the 5th International Conference on Computer Science and
This is an open access article under CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under responsibility of the scientific committee of the 5th International Conference on Computer Science and
Computational
Peer-review Intelligence
under 2020
responsibility of the scientific committee of the 5th International Conference on Computer Science and
Computational Intelligence 2020
Keywords: Distributed
Computational Scrum, Third
Intelligence 2020 party vendor, Scrum of Scrum, Holonic View
Keywords: Distributed Scrum, Third party vendor, Scrum of Scrum, Holonic View

1. Introduction
1. Introduction
Scrum has been trending as framework for software project development and management 3. The concept of scrum
is aScrum
continuous iteration
has been trendingmethod that canfor
as framework besoftware
done to project
improve the productand
development lifecycle. Scrum3. always
management evaluates
The concept and
of scrum
improves the results
is a continuous of themethod
iteration development product
that can by to
be done adapting
improvethethe
process to be
product more effective.
lifecycle. Scrum evaluates
Scrum always was madeand for
improves the results of the development product by adapting the process to be more effective. Scrum was made for

* Corresponding author. Tel.: 628128400536; fax: -.

* Corresponding suharjito@binus.edu
E-mail address:author. Tel.: 628128400536; fax: -.
E-mail address: suharjito@binus.edu
1877-0509 © 2020 The Authors. Published by ELSEVIER B.V.
This is an ©
1877-0509 open access
2020 The article
Authors.under the CCby
Published BY-NC-ND
ELSEVIERlicense
B.V. (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under
This is an open responsibility
access of the
article under the scientific
CC BY-NC-NDcommittee of the
license 5th International Conference on Computer Science and
(https://creativecommons.org/licenses/by-nc-nd/4.0)
Computational
Peer-review Intelligence
under 2020 of the scientific committee of the 5th International Conference on Computer Science and
responsibility
Computational Intelligence 2020
1877-0509 © 2021 The Authors. Published by Elsevier B.V.
This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under responsibility of the scientific committee of the 5th International Conference on Computer Science and
Computational Intelligence 2020
10.1016/j.procs.2021.12.014
104 Kresna Dwi Prasetya et al. / Procedia Computer Science 179 (2021) 103–111
2 Kresna Dwi Prasetya et al / Procedia Computer Science 00 (2019) 000–000

teams in the same organization 2 and therefore many people think Scrum is only suitable for internal projects while
2016 Global Outsourcing Survey saying that 72% of companies surveyed have IT project outsourced and increased
31% from previous year 1.
Scrum implementation requires a very intense coordination and communication between the development team and
product owner, while the company that assisted by outsourced vendor to develop their system, the communications
between product owner and the development team is limited because it is not from the same company 4. Because of
these conditions, scrum is hard to develop in Indonesian outsourced IT vendor company.
This paper will propose a model that can accommodate scrum framework to be implemented by third party vendors
as outsourcing company. The effectiveness of the model will be analyzed using some projects from a Consultant
Company to evaluate the impact of that new model when implemented in their project 5. This IT Consultant Company
often found a problem when implemented a project to their client using waterfall method such as increased project
time and cost from initial planning. Therefore, the IT Consultant Company wants to implement Distributed Scrum in
their application development. The purpose of this model is to make application development work effectively,
productively and transparently with the vendor team not work daily in their client place, but the project can run well 6
In this research will be made appropriate models and strategies in application development using Distributed Scrum
and will analyze the advantages and disadvantages of the application development using this proposed model.

2. Related Works

The research conducted by 2 has designed a model using the Scrum of Scrum method on large projects with project
teams from several countries. In this model, the Scrum team was made from several different countries so that the
team was far enough apart which raised the problem of the time zone at the daily meeting. The research conducted by
7
proposed the Scrum of Scrum method on large-scale projects but the Scrum team was made in the same company.
In this model a mapping of each team role is used for Distributed scrum. Determination of this role uses the Scrum of
Scrum which divides large teams into small teams. But in this study, it did not involve third party vendors. Research
conducted by 4 analyzes the problems that may occur in project implementation carried out by geographically
distributed development and agile methods called Geographically Distributed Agile Development (GDAD). In
developing the Distributed Scrum model, many new problems arise such as the need for or not an intense
communication. In terms of project management involving third party vendors, formal communication must often be
done to reduce misunderstandings that might occur from the process to be carried out, while from the Scrum side
formal communication is greatly reduced because it already has good trust between the teams.
In large-scale projects and many of the project teams involved, daily scrum meetings are very ineffective because
of too much interest to be discussed 2, 6. Scrum of Scrum is used to scale down the team so that meeting times can be
more effective. In the research conducted 2 shows that scrum team was created from several different countries so that
the team is in separated location, whereas in this study the scrum team is divided only on vendors and clients that are
located differently but still within the same country in Indonesia. While research conducted by 7 explained that Scrum
of Scrum method on large-scale project using scrum team which is made still in the same company, whereas in this
study will be developed a scrum team that took from two different companies that are client’s company and vendors
company.
A proposed model was created based on Holonic view approach to manage the problems that occurred in 3rd party
service that supports the company application development 8. The model divides the scrum structure into 3 layers:
customer, team, and service layer. Where customer layer is product owner, team layer is scrum master and scrum team,
service layer is 3rd party vendor. In this research also use Holonic view method which divide between client and
vendor. By using holonic view 9, we can identify every project entity and what their role. In this research we separated
scrum team with scrum of scrum approach to create more flexible communication to the related parties.
Other research analyzed project implementation with geographically distributed development and agile methods
called Geographically Distributed Agile Development (GDAD) 4 while in this research we used Holonic view and
Scrum of Scrum method. That research used systematic Literature Review Approach (SLR) in formulating problems
that will occur in GDAD by looking into some referenced literature. The results of this study will be used by the
authors to determine the model to be made in Distributed Scrum.
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Kresna Dwi Prasetya et al / Procedia Computer Science 00 (2019) 000–000 3

3. Methodology

3.1. Case Study

The method used in this research is qualitative type using case study method. The purpose of this study is to analyze
and evaluate the application development with distributed scrum implemented in third party vendors and also to
analyze whether distributed scrum can improve the success of the application development project.
This case study will analyze the projects that have been done by IT Consultant Company. There are 3 similar
projects that will be analyzed described in Table 1. The project is about application development of cloud based ITSM
application. The composition is 2 projects using conventional method that is waterfall method and 1 project using
Distributed Scrum method. Later the comparative results of these 3 projects will be the result of this study. There are
3 aspects that will be compared that are scope, time, and cost.

Table 1. The projects information case.

Code Development Method Duration Value (IDR)
W1 Waterfall 4 Month 1 Billion
W2 Waterfall 4 Month 800 Million
S1 Scrum 6 Month 1.5 Billion

3.2. Data Collection

In this research, the data was collected by interview, direct observation, and study document. The correspondences
of the interview are Project Manager, Project Manager Officer and one of the team members of the projects. In this
interview will be asked some questions that have been prepared before and describe in Table 2. The questionnaire will
be organized based on the success factors of the project based on scope, time, and cost. The results of this interview
will be reviewed with project documentation to determine the best results. The observation is a direct observation of
the project undertaken. The author is also one part of the three projects so the authors can see directly the projects that
are running it. The study of this document is to analyze the existing documents during the project. These documents
become supporters or evidence of the results of interviews conducted. The results of the interviews will be matched
with the existing documents if there are not appropriate then the interview will be held again related to incompatibility
with the document.

Table 2. List of questions in this study.

Aspect Question description
Time How tasks can be completed on time, if one task is too late it will affect to others such as, other tasks, resources used,
sprint target time 10.
Some questions that arise when estimating the resource and the duration of the activity 11
• How difficult the task is
• Is there a similar task and how long it takes
• Is the required resources adequate
• Does it require additional resources if there is a problem
Cost The problems that often occur in cost management estimates are as follows 11
• Too quick to estimate costs
• No one is experienced in cost planning
• The person who designs the cost only sees it from his point of view, not considered with another point of view
• The cost proposed is the cost of negotiating the results of the management is not based on existing data
Project management is a discipline to plan, organize, and manage resources for a particular purpose, therefore a
careful planning is required in order to achieve high quality results at a small cost 12
Scope In scope management there are several questions that must be solved 11
• How to prepare project scope
• How to create Work Breakdown Structure (WBS)
• How to manage and approve WBS
• How to get approval that the project has been delivered well
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4 Kresna Dwi Prasetya et al / Procedia Computer Science 00 (2019) 000–000

• How to control changes in demand that will occur

In a vendor company that provides services to other companies the job pressures are very high if when a managed
project runs simultaneously with the same resources causing one person to manage multiple projects, this can cause
the person to be unfocused on the job target so that the need of the projects it does not achieve the desired target.

3.3. Data Analysis

At this stage a comparative analysis of the success of the project developed using the waterfall method is compared
to the Distributed Scrum method described in Table 1. In this analysis, the development performance of the 2 projects
using the waterfall method and 1 project using the distributed scrum method will be compared. The indicators used in
this comparison can be explained in Table 3.
Table 3. List of questions in this study.
Aspects Indicators Description
Cost Cost Performance Index CPI is the value of the comparison between the value of the project
obtained and the cost incurred.
Time Schedule Performance SPI is the value of the comparison between the planned workmanship and
Index the actual time that occurs.
Scope Change Request count To determine the scope value can be estimated by the number of change
requests that occur within the project related to the project scope.

4. Distributed Scrum Model

In this research we will propose Distributed Scrum model by combining 2 approach, Scrum of Scrum and Holonic
View. The resulting model will be a model that can be implemented by third party vendors in managing their project.
So, the steps taken in making this model is to combine the standard points from Scrum into a new modified model
based on Scrum of Scrum and Holonic View approach. Figure 1 explains that there are three new models are proposed
from this paper.
Holonic View Scrum of Scrum

New Distributed Scrum Model

Scrum
Team

Meeting Product
Coordination Backlog

Fig. 1. Proposed Distributed Scrum model

4.1. Scrum Team Model

Based on Figure 2, it is explained that the composition of the project organization is divided into 2 groups or Holon
that are client and vendor. In each Holon there is a project manager (PM) and a steering committee for better
coordination against their respective Holon. Each PM coordinate their Holon so later the coordination is PM to PM.
Scrum teams and product owners are also divided into small teams like scrum of scrum model. Each scrum team is
only responsible with the task of their group.
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Kresna Dwi Prasetya et al / Procedia Computer Science 00 (2019) 000–000 5

Client Holon Vendor Holon

Steering Commitee Steering Commitee

Project Manager Project Manager

Scrum Master

Team Scrum 1 Product Owner 1

Team Scrum 2 Product Owner 2

Team Scrum 3 Product Owner 3

Fig. 2. Scrum team model

This model is modified from conventional project organization model using waterfall method. The proposed model
was modified based on the Holon model 8 and scrum of scrum model 2, 6 in the previous model the project team
organization was created only from the vendor team only while from the client team involved only the project manager
alone whereas in this proposed model created 2 large hierarchies each having its own structure. Modifications from
the development team side also experienced changes that had divided the team based on its Software Development
Lifecycle (SDLC) process such as team of analyst, development team, and team tester that was changed using Scrum
of Scrum method that divided his team based on the modules he worked on.

4.2. Meeting Coordination Model

Figure 3 describes the flow team coordination and communication. It would be very ineffective if this coordination
meeting is done by all teams at the same time, therefore this model is made to break down into several coordination
meetings. At the bottom line is a meeting made by Scrum team and product owner to determine product backlog,
development result, and testing result. The coordinator of each small teams will be selected to upstream coordination
meetings to sync the entire product backlog, so that the result not to overlap or contradict each other. After that 2
people are chosen to represent from Holon’s clients and vendors to meet with PM to plan next steps and solve problems
in teamwork. This model develops a general model of the scrum of scrum meetings 2. In this model there is addition
that each coordinator of the scrum team must be represented by each involved Holon for example in the scrum 1 team
will be represented by 2 persons, 1 from the client representative and 1 from the vendor representative. So, every
Holon will have 1 coordinator in each scrum team created.
PM Meeting

V
V

Coordinator
Meeting

Team 1 Team 2 Team 3

Vendor
Cooordinator
Hol on

Cli ent
Hol on V Proje ct
Manager

Fig. 3. Meeting coordination model

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4.3. Product Backlog Model

Figure 4 explains how the flow creation of product backlogs of the project. At the beginning the scrum team and
the product owner of each team perform the requirement gathering to determine what product backlog to be
implemented. Each team will generate a sub-backlog which will be developed by the scrum team from the Holon
vendor. Once the sub-backlog is done, product owner will perform testing on the sub-backlog to determine whether
the result meets the requirement or not. If it does not pass, then it will be pushed back to the development team. If it
is pass, then the product backlog will be ready for release to production. All of these processes will be monitored by
the scrum master and project manager of both Holons.
This proposed model adds the product backlog creation based on the sub-backlog created by each scrum team 7.
In this model we can also see that there are certain processes performed by one Holon only. For example, for
requirement gathering ceremony, both Holons will be involved, but for the development stage, it will be performed
by Holon vendor and for the testing stage, it will be performed by Holon client. All activities will be monitored by the
project manager and scrum master.

PM
PM Scrum
Scrum Master
Master PM
PM

Requirement Gathering Product Backlog Development Testing Release

Tim
Tim Scrum
Scrum 1
1
PO1
PO1 PO1
PO1

Tim
Tim Scrum
Scrum 1
1 Sprint
Sprint
Sub-backlog
Sub-backlog

PO2 Tim
Tim Scrum
Scrum 2
2
PO2 PO2
PO2

Tim
Tim Scrum
Scrum 2
2 Sprint
Sprint
Sub-backlog
Sub-backlog

Tim
Tim Scrum
Scrum 3
3
PO3 PO3
PO3
PO3

Tim Sprint
Sprint
Tim Scrum
Scrum 3
3
Sub-backlog
Sub-backlog

Fig. 4. Product backlog model

5. Results & Discussion

5.1. Time Performance Analysis

In the scrum implementation, Scrum teams are required to be more expert because scrum team perform end to end
project 13. Scrum team expected to be assigned to all role such as business analysis, developer or tester. Because it
has an expert and experienced resources, the project will be faster and more efficient. With the efficiency of resource
used then the remaining time can be used to anticipate if there is any task that other team have not finished. If one
team have finished their task, they can help another team.
In the waterfall method, design stage will produce signed System Requirement Specification (SRS) document. To
create this SRS, usually requires many efforts and must be approved by the client. Once the document has been
completed it will be discussed again whether the design is appropriate or not. The process of creating and checking
until approval takes many time and effort 14. In this distributed scrum method, it will create a simpler process by
replacing the SRS document with just a list of requirements that the contents are not as complete as SRS. Once the
list of requirements is approved then the Scrum team can directly start the development.
The implementation of this distributed scrum adapts the scrum of scrums which divides the scrum team into small
teams. Since there are multi teams on the project, each team performs their own sprint and does not have to be done
simultaneously for example when one of the scrum team has been completed in the requirement gathering stage, they
can go directly to the development stage without waiting for other team to complete the stages of their requirement
gathering. In every scrum team, there is a representative of both Holons, the client and vendor. So, in every team
created there is a business owner from the client who is involved. Coordination and communication can be directly
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Kresna Dwi Prasetya et al / Procedia Computer Science 00 (2019) 000–000 7

with the business owner and should not to pass PM first 7. This business owner has been involved from the beginning
in planning phase, so we get a clearer picture of the scope, so the planning is more precise and effective. The tendency
that causes time to increase will be less.

1,5

1 W1

SPI W2
0,5
S1
0
Q1 Q2 Q3 Q4

Fig. 5. Schedule Performance Index

Based on Figure 5, it shows that in the first quarter, all three projects show a fairly balance SPI index around value
of 1 despite the value for W1 is more than 1. In the first quarter there is less task so that usually no delays in the
process. The second shows a drastic decline of W1 to 0.4 because the results of SRS documents created by vendors
are not approved by the client. This deficiency can be covered with scrum of scrum by dividing the workshop per
module and determining the schedule according to the business owner's schedule. This can be seen in the S1 project
that gets 0.9 in the second quarter. In the third quarter results of W1 and W2 projects continue to decline. This because
there is a snowball effect from the problems in second quarter so third quarter starts with delay problem. For S1 the
SPI index shows stable value until Q3. Q1 value is 1 and value for Q2 and Q3 is 0.9. In Q4 all projects are increasing
including the W1 and W2 projects because the team focuses on completing the project on time. In W1 and W2 the
project team is forced to work overtime and also there is additional team member to help the project closing. In S1,
the project can be completed on time in Q4 because not many delays that occur in Q1 to Q3 so it can be completed in
Q4.

5.2. Cost Performance Analysis

The scrum team was created per module as described earlier and also created a special session of Scrum teams and
business owners in the first phase to discuss the scope. The result of the session is to get a more detailed scope so that
as the project progresses it will reduce the changes in scope that will occur. With the reduced change request in the
scope then the additional costs can be reduced too. The additional costs are from the man-days and operational cost
that occur from overtime work and adding more resource. By using Holonic view approach, clearly dividing between
vendor and client, so the task from vendor part or client part is clearly separated. With the clarity of the division, the
cost can be clearly mapped for example when testing phase that is the user of the client is involved so if the testing
phase is delayed, we don’t need add more cost to handle it.
Figure 6 shows the CPI value of W1 and W2 project in first quarter are above 1 that are 1.1 and 1.2. So, in the first
quarter all the cost of project does not exceed the planning budget. This is because at the beginning of the project there
is only a requirement gathering stage that usually there is no problem in that stage. While in Q2 it shows that the CPI
index of W1 and W2 has begun to decline in the value of 0.9 while the S1 value is still in the number 1. W1 and W2
have entered the design stage. The cost can exceed from the planning because there is a design that is still ambiguous
and has not been signed. Because when using waterfall if there is unfinished task then the stage cannot continue. The
cost increases because there is more discussion to the client to clarify the requirements, so it add more additional cost.
In Q3 the CPI value for W1 is down to 0.5 and W2 to 0.6 while for S1 is still 0.9. At this stage a lot of additional costs
for Q1 and Q2 incurred because a lot of change request occurred, so the tasks are increased. While on the S1 there is
only small change request. In Q4 the results of W1 and W2 obtained almost the same in Q3 while for S1 remains
stable at the value of 0.9.
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8 Kresna Dwi Prasetya et al / Procedia Computer Science 00 (2019) 000–000

1,5

1 W1

CPI
W2
0,5
S1
0
Q1 Q2 Q3 Q4

Fig. 6. Cost Performance Index

5.3. Scope Performance Analysis

The scope of the project is gathered from Term of Reference (TOR) provided by the client. From the TOR document
analysis results, the vendor team conduct a meeting session with the business owner of each module to discuss the
scope. This session is expected to minimize the possibility of changes to the scope when the project is in progress.
When there is a large scope change it will give a big impact on the time and cost of the project. Since change request
has to be signed by both parties. By using Distributed Scrum, the frequency of change request can be reduced
compared with the waterfall method. Therefore, with distributed scrum method, the scope is more maintainable during
the project 15.
Figure 7 shows the number of change requests of W1 and W2 are more than S1 project. W1 project has 4 points,
W2 has 1 point and in S1 there is no change request submitted. The number of change requests obtained in W1 due to
the many requirements of the business owner is not delivered from the beginning to the vendor so many additional
requirements that are not included in the initial scope. So, the client must create a change request to the vendor.

Change Request

5 4
Change Request

1
0
0
W1 W2 S1
Project

Fig. 7. The Number of Change Request

6. Conclusion

The paper proposed distributed scrum model using scrum of scrum and Holonic view approach. The analysis
conducted by comparing the model with other method using waterfall method. This proposed model has bigger success
rate from 3 aspects that are scope, time, and cost. The CPI and SPI result from this model is bigger than the waterfall
project and has less change request from waterfall project. This proposed model can be implemented in third party
vendor to manage their client project. This study only comparing projects carried out by third party Company using
a distributed scrum approach and waterfall approach from 3 projects. Therefore, to obtain more valid results, it is
necessary to do a comparison of the two models with a greater number of projects since every project comes with their
external factor and this is the challenge for scrum method 16
In this study the measured aspects are time, scope, and cost, which in the future can be add other measured aspects
such as quality. The implementation of this distributed scrum is not tested whether the results obtained can be better
in terms of quality compared to other methods or not.
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Kresna Dwi Prasetya et al / Procedia Computer Science 00 (2019) 000–000 9

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