Abstract

Abstract Agile methodologies, particularly Scrum, have become instrumental in managing complex, fast-paced projects by emphasizing iterative development and team collaboration (Moe & Dingsoyr, 2018). However, the success of Scrum hinges on effective team dynamics, which remain understudied in real-world contexts. This qualitative case study investigates how team dynamics influence project outcomes across multiple Scrum sprints, drawing on data from five student teams developing solutions for a non-profit animal rescue organization. Over four sprints, we analyzed reflective reports and final interviews to identify patterns in communication, collaboration, adaptability, and satisfaction. Our findings reveal that effective communication and collaboration were critical in early sprints, enabling teams to navigate role ambiguities and technical challenges. For example, teams that prioritized clear communication channels, such as daily stand-ups and sprint retrospectives, reported higher satisfaction (Donations Team: 86% in Sprint 2) and faster problem resolution (Applications Team Developer: "Everyone was sharing knowledge and contributing to tasks"). Conversely, teams struggling with inter-dependencies or unclear role definitions (e.g., Scrum Master vs. Product Owner responsibilities) faced delays and lower morale (Website Team: 45% satisfaction in Sprint 1). Adaptability emerged as a critical factor, particularly in Sprints 1 and 2, where teams grappled with new tools like WordPress and evolving client requirements. Teams that embraced iterative feedback, such as the Volunteer Team’s pivot from a username system to simpler solutions, achieved better outcomes ("This sprint taught me about saying no to the client"). However, adaptability diminished in later sprints as teams shifted focus to task completion, revealing the ongoing tension between flexibility and deliverable-driven phases. Satisfaction levels varied by role and sprint, with Product Owners consistently reporting higher satisfaction (90% in Sprint 4) due to client alignment, while Developers faced frustration with technical debt ("Most of this sprint involved fixing bugs"). Notably, teams with strong collaboration (e.g., Donations Team) maintained high satisfaction, whereas those with communication gaps (e.g., Website Team) improved only after addressing workflow issues (Sprint 3: 80%). Post-project interviews highlighted two additional dynamics: skill development (e.g., "I improved communication and problem-solving skills") and strategic clarity, which became linchpins for late-stage success. This study contributes practical insights for Agile practitioners: (1) Early investments in communication and role clarity pay dividends in later sprints; (2) Balancing adaptability with deliverable focus requires structured retrospectives; and (3) Satisfaction metrics can serve as leading indicators of team health. Future research should explore these dynamics in larger, industry-based cohorts to generalize findings.

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