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Syfte - Att skapa en djupare förståelse för hur kulturskillnader påverkar arbetet med scrum, med specifikt fokus på psykologisk säkerhet. Metod – En kvalitativ fallstudie med induktiv ansats har gjorts där semistrukturerade intervjuer tillsammans med observationer har använts för att samla in data. Tillsammans med litteratur har sedan en innehållsanalys gjorts.  Resultat – Studien har identifierat tre dimensioner som är viktiga att beakta vid arbetet med scrum. Dessa dimensioner är Inställningen till människan, Hanteringen av människan och Beteenden av människan, och belyser hur kulturskillnader skapar olika förutsättningar för psykologisk säkerhet i scrum-team. Vidare kan dessa insikter leda till ett förbättrat arbete med scrum och i förlängningen skapa mer innovativa och konkurrenskraftiga scrum-team och organisationer.  Teoretiska implikationer – Studien bidrar till litteraturen om psykologisk säkerhet med en empirisk förankrad teori som visar hur kulturskillnader skapar olika konsekvenser för psykologisk säkerhet. Mer specifikt visar den hur dessa kulturskillnader hänger samman och påverkar varandra. Ett andra bidrag som den här studien gör är att skapa djupare förståelse för hur implementering av scrum och agil övergång med fördel bör ske i en ny kultur, som karaktäriseras av hög maktdistans, osäkerhetsundvikande och kollektivism. Praktiska implikationer – Studiens resultat visar att de identifierade kulturskillnaderna hänger ihop vilket innebär att samtliga behöver adresseras för att skapa ett psykologiskt säkert scrum-team i en ny kultur. Psykologisk säkerhet är en förutsättning för självorganiserade team, så som scrum-team, och därmed är studiens resultat av intresse för gruppchefer på samtliga företag som arbetar med scrum, både i olika nationella kontexter och med multinationella team samt i globala virtuella team. / Purpose – To create a deeper knowledge for how cultural differences influences the work with scrum, with specific focus on psychological safety. Method – A qualitative case study with an inductive approach have been carried out where semi-structured interviews together with observations have been used to collect data. Together with literature a content analysis was then preformed. Result – The study has identified three dimensions that are important to consider when working with scrum. These dimensions are Attitude to the human, Managing the human and Behaviors of the human, and these show how cultural differences creates different basis for psychological safety in scrum teams. Moreover, these insights can lead to improved work with scrum and in turn create more innovative and competitive scrum teams and organizations. Theoretical implications – The study contributes to the literature about psychological safety with empirical theory that shows how cultural differences creates different consequences for psychological safety. More specifically, it shows how these differences in culture are related to one another and affects each other. Another contribution of this study is that the result creates a deeper understanding of how the implementation of scrum and agile transitioning best can be done in a new culture, specifically that is characterized by high power distance, uncertainty avoidance and collectivism. Practical implications – The study shows that the identified differences in culture are related to each other, which means that all needs to be addressed to create a psychological safe scrum team in a new culture. Psychological safety is a prerequisite for self-organized teams, such as scrum teams, and thus the result is of interest for group managers in all companies and organizations working with scrum, both in different cultural contexts and with multinational teams as well as in global virtual teams.

The increase in complexity in software development is followed by higher pressure on several factors such as time-to-market. Software development projects are, however, found to often run over time due to many uncertainties throughout the project. Agile methodologies have become popular in managing software development projects due to their flexible, short-term, and iterative approach to working and planning. There is however a dilemma between being agile without fixed plans, and simultaneously having pressure from management and customers to set and meet a deadline, based on long-term plans. The Agile way of working includes self-organized teams that are involved in project management tasks such as planning and estimating. Agile teams create their own variances of different Agile frameworks as well as their own team characteristics, planning methods, and working ways. Important characteristics of Agile teams are, for instance, cross-functionality and adaptation. Agile planning includes activities such as the breakdown of work, effort estimation, prioritization, task assignment, and planning of iterations. These activities are commonly used in software development teams to manage their work and increase the ability to deliver on time.  This study aims to investigate how software development teams plan their work in practice and what Agile planning activities and Agile team characteristics are regarded, by the development teams, to be important for on-time delivery. Furthermore, it is interesting to investigate how the identified activities and characteristics are reflected in the teams’ actual planning. A case study is conducted on two software development teams at Ericsson’s organization Cloud RAN to investigate this matter.  The studied software development teams are found to use variations of Agile methodologies. The thesis identifies a number of Agile planning activities and team characteristics to be regarded, by the teams, as important for on-time delivery. Many of these activities and characteristics are also reflected in how the teams actually plan. However, there are some contrasting opinions regarding the activities and team characteristics. It can therefore not be stated that all the identified Agile activities and team characteristics are reflected in the actual team-level planning. The thesis also includes other findings impacting teams to deliver on time as well as factors affecting team-level planning.