Hur en agil planering motsätter viskleken : En fallstudie om infrastrukturprojekteringar

Sammanfattning: The traditional project methodology which is influenced by the waterfallmodel and planning tools such as the work breakdown structure and thecritical path method has been found to be redundant when contextualizedwithin the construction industry. Specifically, as they have been proven to beunable to ensure valuable and efficient work processes during the project’sdesign phase. Suggestively, both variables shall be fulfilled. This has beenfigured to be possible by utilizing the agile project method Scrum. In the strive to optimize the reoccurring issues of the project design, theinformation, work, and values must recreate flows. Variations averts this fromever happening by clogging the flows. Make-do is the primary cause ofvariations during the construction project and emerges from an unfulfilledplanning and a hierarchical communication. Within the levels of the pyramid inwhich the flows are expected to stream, the flows are put into an unavoidablerisk of encountering variations during each project hand-over. The moreactors that are taking part within the chain of flows, the greater the risk ofthe information becoming distorted, the workflow of being done in vain, andthe distance of the value flow to ever become attained. This wholeorganizational situation surrounding how the information misguides the workdraws its parallels with the telephone game, in which, during the game, thegiven information is jeopardized relative to the number of participating“children”. By establishing Scrum during the design phase, the communication paths areshortened by relating the design manager’s responsibilities to that of theScrum Master. The transformation implies that the design manager loses ittitle of being a project manager by converting the management responsibilityto the design workers. What remains is the design manager’s responsibility ofcoordinating the workers which is translated by assigning the work; this is anadded dimension within the prioritization system depicted by the ProductBacklog. Instead of having a design phase that is set out by an early providedplanning with the work breakdown structure and critical path method, theplanning is complemented by the design manager’s interface management ofthe product backlog which follows the required product specifications thatmaterializes upon the occurring Sprint meetings between group of designworkers and the project manager.