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Digitalization and technology advancement are forcing telecommunication companies to transform to gain future opportunities and survive competitions. Some of telecommunication companies in Indonesia have adopted agile working methods for the digital transformation by using Scrum framework to manage projects. However, there are no indications or measurements about the implementation level of this in Indonesian organizations. In order to improve future practices, this research used Scrum Maturity Model (SMM) as the main research instrument to measure the maturity level of Scrum implementation. Data was collected from two companies that have implemented the Scrum in information technology (IT) and corporate strategy (CS) functions for more than a year. The results showed that the maturity level of Company A was higher than Company B, which were level 2 and level 1 respectively. It was determined that 81.6% of Scrum practices have been implemented by Company A and 68.6% by Company B. There are five recommendations provided in order to improve future implementation of Scrum in both companies. This research will not only benefit the companies seeking to improve Scrum practices, but also adds to the body of knowledge for future project management research. [ABSTRACT FROM AUTHOR]

Digitalization and technology advancement are forcing telecommunication companies to transform to gain future opportunities and survive competitions. Some of telecommunication companies in Indonesia have adopted agile working methods for the digital transformation by using Scrum framework to manage projects. However, there are no indications or measurements about the implementation level of this in Indonesian organizations. In order to improve future practices, this research used Scrum Maturity Model (SMM) as the main research instrument to measure the maturity level of Scrum implementation. Data was collected from two companies that have implemented the Scrum in information technology (IT) and corporate strategy (CS) functions for more than a year. The results showed that the maturity level of Company A was higher than Company B, which were level 2 and level 1 respectively. It was determined that 81.6% of Scrum practices have been implemented by Company A and 68.6% by Company B. There are five recommendations provided in order to improve future implementation of Scrum in both companies. This research will not only benefit the companies seeking to improve Scrum practices, but also adds to the body of knowledge for future project management research. [ABSTRACT FROM AUTHOR]

The Information and Communication Technology (ICT) project is an investment in software development, data migration, and infrastructure development carried out by the organization to achieve value or benefit for the organization. The ICT project can be developed using a traditional approach but must be rigid and systematic so that it does not support the dynamics of current changes such as volatility, uncertainty, complexity, and ambiguity (VUCA). The ICT project development approach following the VUCA is an agile approach, where the project will be managed iteratively and incrementally so that the organization can receive the project value quickly and accurately. Unfortunately, not all organizations can accept and deal with this change and switch from traditional to agile development, especially for government organizations, where the nature of the organization is more bureaucratic than agile, thereby increasing the challenges in agile adoption. Therefore, this research is focused on determining the success factors carried out by organizations in adopting agile. Agile adoption success factors were obtained from a literature review, which resulted in 36 factors from 5 dimensions which experts then verified through online surveys. The survey was analyzed using the Fuzzy Delphi method with factor acceptance indicators based on the defuzzification value used for factor ranking, the threshold value, d-construct ≤0.2, and the expert consensus value ≥75%. The analysis results with the Fuzzy Delphi method produce 4 discarded factors, 32 retained factors, and a ranking for each factor. The discarded factors and the success factors with the highest ranking, the factors that fall into the defuzzification value range of 0.680 to 0.800, were analyzed more deeply by using the interview method to the expert. The 10 highest success factors were found and analyzed more deeply by experts to be used as recommendations for agile adoption success factors that can be used in government. The success factors are management support, management commitment, culture of expressing opinion, adaptive nature and involvement of project leaders, independent team, focus on customer needs, focus on agile requirements, deliver project results on a regular basis, prioritizing important feature development, and projects that have a small team. [ABSTRACT FROM AUTHOR]