Abstract
Distributed Scrum adapts the Scrum project management framework for geographically distributed software teams. Experimentally evaluating the effectiveness of Distributed Scrum is impractical, but many case studies and experience reports describe teams and projects that used Distributed Scrum. This article synthesizes the results of these cases using case meta-analysis, a technique for quantitatively analyzing qualitative case reports. On balance, the evidence suggests that Distributed Scrum has no impact, positive or negative, on overall project success. Consequently, claims by agile consultants who present Distributed Scrum as a recipe for project success should be treated with great caution, while researchers should investigate more varied perspectives to identify the real drivers of success in distributed and global software development.
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