SCRUM RITUALS AS A TOOL FOR IMPROVING INTRA-TEAM COMMUNICATION IN INTERNATIONAL PROJECTS

ABSTRACT

The article explores the potential of Scrum rituals as a tool for improving intra-team communication in international projects. It examines the impact of globalization and digital transformation on the organization of project activities and emphasizes the importance of agile management methodologies, particularly Scrum. The key principles of Scrum are characterized, including self-organization, iteration, and the use of structured rituals that facilitate synchronization and coordination among team members. The paper presents a methodology for organizing effective Scrum-based communication, which combines synchronous and asynchronous interaction, and proposes a system of key performance indicators (KPIs) as part of this approach. The findings are applicable in international project teams.

АННОТАЦИЯ

Статья посвящена изучению потенциала Scrum-ритуалов в качестве инструмента улучшения внутрикомандной коммуникации в международных проектах. Рассматривается влияние глобализации и цифровой трансформации на организацию проектной деятельности, подчеркивается важность гибких методологий управления, в частности, Scrum. Охарактеризованы основные принципы Scrum, среди которых: самоорганизация и итеративность, а также оперирование ритуалами, которые способствуют синхронизации и координации действий участников. Представлена методика организации эффективной Scrum-коммуникации, основанная на комбинированной синхронной и асинхронной коммуникации, а также система ключевых показателей эффективности как приложение к методике. Результаты работы окажутся полезными для применения Scrum в международных проектах.

Ключевые слова: Scrum, международные проекты, внутрикомандная коммуникация, гибкое управление, проектные ритуалы

Keywords: Scrum, international projects, intra-team communication, agile management, project rituals

Introduction. The current realities of globalization and digital transformation are driving the growing demand for and widespread implementation of international projects, the execution of which is associated with a high level of complexity, stemming not only from the diversity of emerging tasks but also from the multinational composition of teams, the geographical dispersion of participants, as well as differences in sociocultural characteristics, regulations, and applied management approaches [3; 6; 8]. According to Bain & Company, by early 2025, more than USD 131 billion had been invested in international projects, with many investment flows directed toward global digital and transnational initiatives, necessitating the involvement of specialists from around the world [2]. Accordingly, a distinctive feature of such projects is that the organized project activities acquire a variable nature due to the diversity of intra-team interaction. This naturally gives rise to the need for the development of new research approaches, project support strategies, and tools for assessing their effectiveness. In addition, there is the influence of the specifics of international projects—uncertainty, communication complexity, and the need for detailed planning, coordination, and constant synchronization among participants. At the same time, it is important to emphasize that in academic literature, the specifics of international project teams and communication within them are often either described fragmentarily or generalized without taking into account cultural differences and the structure of increasingly popular virtual interaction. In light of the above, the search for optimal strategies and approaches to management that will take into account the specifics of international projects in organizing intra-team communication becomes particularly relevant.

Nowadays, there is a growing interest in agile management methodologies, particularly in Scrum. The latter demonstrates a remarkably high degree of alignment with the specifics of international projects. This is precisely why Scrum rituals deserve to be the subject of research, as they are viewed as a tool for improving intra-team communication in international project settings.

The aim of this study is to characterize the potential of Scrum rituals in managing intra-team communication within international projects and to develop a methodology for their effective application.

Materials and methods. Scrum is one of the variations of the "formalization" (implementation) of agile management, based on the principles of self-organization and iterativeness. Put simply, Scrum makes it possible to jointly implement the advantages of agile (Agile) management while compensating for its shortcomings—such as weak formalization, lack of clear boundaries that define the specificity of Agile and its practical applicability—by supplementing it with more formal management techniques. Thus, Scrum is implemented through sprints—short iterations of project work (approximately 1 to 4 weeks in duration), which are characterized by the following:

• clear and mandatory role distribution within the project team;
• the creation and implementation of feedback mechanisms and their incorporation into the process;
• time constraints (typically limited to specific cycles);
• mandatory monitoring of both the process and its final outcomes.

In effect, Scrum brings together both the principles of agile management and the characteristics of rituals—regulated procedures through which participant coordination and effective communication are ensured. These rituals are conducted in the form of stand-ups, planning sessions, result demonstrations, and similar activities.

As previously noted, Scrum is gaining increasing popularity in modern business in general, and in international projects in particular. Indeed, according to an analytical study conducted by Scrum.org and the State of Agile Report, it is concluded that, as of 2025, Scrum remains the most widely adopted Agile methodology. More than 70% of companies worldwide apply Scrum in managing IT projects and are actively expanding its use into areas such as marketing, HR, and others. The report also highlights that organizations using Scrum are, on average, 32% more effective at responding to changing requirements compared to teams relying on traditional methodologies [5]. Based on the above-mentioned report, we agree with the view that although Scrum is a promising methodology, it cannot be applied without adjustments tailored to the specifics of a particular team and the project being implemented (ranging from project type—such as an international project—to industry-specific and other contextual factors). A critical factor in the effectiveness of Scrum is the maturity of organizational integration, which depends on conscious application and a shift away from formalism toward productive use.

Thus, Scrum is fundamentally built around Scrum rituals, which are understood as structured and mandatory events aimed at organizing team interaction, managing the course of the project, and increasing process transparency. Through Scrum rituals, the rhythm of project development is maintained, and the core principles of the Scrum methodology are reproduced. The Scrum cycle, represented in the form of rituals, can be illustrated as follows (Figure 1):

Figure 1. Scrum rituals in the project management cycle, compiled by the author

Describing the role of Scrum rituals, we refer to the study by M.N. Poddubnaya and I.F. Ichmelyan, who argue that Scrum rituals serve the purposes of normalizing project work cycles and forming a foundation for communication, which is especially crucial when interacting with distributed teams. They emphasize the importance of rhythm and predictability of events, through which rituals ensure mutual understanding and alignment of goals within the team, regardless of its location or cultural differences [3].

In the context of international projects, a distinctive management specificity emerges when using the Scrum methodology. International projects are characterized by increased organizational complexity, which is driven by the multicultural nature of the team as well as the constraints imposed by geographical dispersion. In this case, Scrum serves as a tool to enhance manageability by, firstly, standardizing processes; secondly, continuously synchronizing the work of different teams; thirdly, consistently monitoring progress; and fourthly, influencing self-organization through fair distribution of responsibility. As rightly noted by M.N. Poddubnaya and P.A. Chicherina, a fundamental challenge in implementing Scrum in international projects is the need to ensure the relevance and applicability of communication practices. For example, roles and their interpretations may vary depending on the country or company; the ways of establishing interaction hierarchies and communication patterns within these hierarchies are also shaped by an employee’s culture and past experience; and difficulties in expressing opinions may arise in certain cultures [4]. In this regard, the application of Scrum rituals helps to prevent these issues, as, when properly configured and maintained, they create standardized interaction patterns with clearly defined goals and rules understandable to all. Simultaneously, technical and technological capabilities are employed as tools to optimize intra-team collaboration.

The influence of Scrum rituals on managing intra-team communication also deserves special attention. It is widely believed that Scrum is effectively equipped with mechanisms to support and manage communication within the team through the regulation of rituals. The predictability of project work iterations simplifies the formats for expressing thoughts, proposing ideas, and coordinating work, which, as emphasized by D. Kostin and D. Strode, creates "anchor points" for fostering an environment of trust and mutual respect. Thus, Scrum rituals serve as a means of: 1) ensuring transparency of statuses and tasks; 2) daily synchronization of participants; 3) overcoming communication barriers, primarily sociocultural and linguistic; and 4) enhancing the influence of a sense of belonging and psychological safety on interaction productivity [6]. For this reason, the most common Scrum rituals become combined practices (Fig. 2), which enable a transition from fragmented, episodic communication to meaningful, regular interaction [1].

For example, in the case of the international project Dutch Railways, Scrum allowed the management of three developer teams through sprint planning tools, daily stand-ups, retrospectives, and demonstrations. This successfully enabled the reimplementation of a previously failed project that had been managed using a waterfall model. Over the course of the project, more than 100,000 lines of code were written and 20 person-years were invested. Development teams from the Netherlands and India worked on the PUB system, designed for managing information displays and audio announcements at railway stations. The practice of Scrum rituals became the foundation for productive communication and coordination within the distributed environment.

Figure 2. Practical methods for organizing Scrum rituals, compiled by the author

Referring to Fig. 2, it can be noted that, overall, the most advanced approach is based on the systematic and model-based implementation of Scrum rituals in the practice of managing intra-team communication. The principles described in the work of M. Paasivaara and colleagues, who consider communication as the foundation for effective work and the development of refined operational algorithms, appear particularly advantageous [7]. Interpreting the model proposed by the authors, we present it in the form of a methodology for the effective organization of intra-team communication management through the use of Scrum rituals (Fig. 3).

Results and discussion. The presented methodology is essential for combining synchronous and asynchronous communication aligned with the team structure, wherein Scrum facilitates the extrapolation of principles and advantages of human-centered agile management. The proposed model for the effective organization of Scrum communication in international projects is applicable to various types of projects, provided that the principles of regularity, technical and organizational support, and consideration of the team’s sociocultural characteristics are observed.

Figure 3. Methodology for effective organization of Scrum communication in international projects, developed by the author

In addition to the model, it is important to consider key performance indicators (KPIs) for Scrum communication, which help track areas where communication is effective and identify gaps, misunderstandings, and delays. Based on the insights of E. Senabre Hidalgo, we will examine a set of KPIs that can be implemented in international projects (Table 1):

Table 1.

KPIs for evaluating Scrum communication, compiled by the author based on [8].

Conclusion. The use of such KPIs as a supplement to the presented methodology enables the identification of communication breakdowns and the adjustment of Scrum rituals to the specific team.

Thus, the conducted study confirmed the significance of Scrum rituals as a tool for improving intra-team communication in international projects. Scrum rituals represent the systemic mechanisms within the Scrum methodology aimed at establishing regular, predictable, and effective channels of interaction. The main forms of Scrum rituals include daily stand-ups, planning sessions, demonstrations, and retrospectives; these forms serve as tools for both management and communication, the proper tuning of which enables the creation of a trusting environment, reduction of barriers, and enhancement of transparency and efficiency in intra-team interactions. International projects impose specific communication requirements related to overcoming sociocultural differences and the asynchronicity of interactions. Scrum, due to its structure, is capable of mitigating these challenges and acting as a mechanism for unifying and coordinating project activities. The proposed model for effective organization of Scrum communication in international projects is based on a combination of synchronous and asynchronous interaction levels, the use of digital visualization tools, role duplication, and facilitation of team collaboration.

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