Scrum and team effectiveness: The case of Dab Pumps

The today’s business world is characterized by volatility, uncertainty, complexity, and ambiguity: thanks to the digital revolution, environmental changes are faster since even established businesses can become obsolete, customers’ needs evolve quickly, the collaboration with stakeholders has gained importance and firms must retain the best talent. Moreover, the recent COVID-19 pandemic has accelerated changes in the way in which firms do business, e.g., the use of remote working and the expansion of the online channel. In this context, the old Waterfall method has become obsolete, since it leads to slow processes, products that costumers no longer want and over budget, instead firms should become Agile, which means combining stability (being resilient and efficient) and dynamism (being adaptive and agile). The most widely used Agile approach is Scrum which was developed in 1993 by Jeff Sutherland and Ken Schwaber by looking at the best companies’ practices and best teams worldwide and which can be defined as an overlapping development process that gives to cross-functional teams the autonomy and the capacity to make decisions having in mind a transcendent purpose. This thesis presents the case study of the firm DAB Pumps S.p.A. in order to analyze how Scrum is implemented and used in practice, considering its advantages, criticalities, and potential adaptations.