Managing Agile Across Borders: A Review of Scrum Implementation in Globally Distributed Software Development

Abstract

Software project management encompasses numerous interdependent processes and specialised knowledge domains. Among these, requirements engineering exerts a direct influence on the classical triple constraint of time, cost, and scope. Within globally distributed software development, agile paradigms have acquired increasing prominence; nonetheless, the literature provides limited guidance concerning the risks that accompany such settings or the mechanisms through which globally distributed software development project managers mitigate them. In particular, adopting Scrum across geographically dispersed teams poses distinctive challenges that necessitate careful tailoring if agile principles are to yield their anticipated benefits. The present review, therefore, collates and analyses empirical findings to assist scholars and practitioners in recognising the obstacles inherent in applying Scrum to globally distributed software development initiatives and in identifying viable remedial strategies. Research on globally distributed projects proves especially relevant for professionals tasked with integrating Scrum into multi-site project governance. In Scrum, the scrum master leads a compact development unit and bears primary responsibility for removing impediments that could delay sprint deliverables and undermine the agile management philosophy. Within a distributed context, the conventional boundaries separating scrum master and project manager roles often blur, and practitioners must decide whether a single individual should assume both capacities or whether distinct appointments are preferable. The remit of the scrum master has consequently evolved, amplifying the organisational risk associated with an inappropriate appointment. Selecting a candidate lacking the requisite facilitation, cultural mediation, and technical coordination skills can jeopardise team cohesion and compromise project outcomes. Success in globally distributed software development depends on informed role allocation and continual process adaptation.