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Scrum is a hot topic at the moment and is fast gaining in popularity as an agile project management method. What is different about Scrum compared to traditional project management and what advantages does it hold?
The Scrum method originated about 20 years ago, when very long software development cycles and dynamically changing customer requirements started to clash. In large IT and software companies, for example, projects were implemented over a period of 1.5 years, the benefits of which were lost just 9 months after being commissioned in the contracted form.
The traditional project management approach with a defined service description or products requirement document at the beginning of the project, planning out the individual steps, assigning responsibilities, implementation and final testing had become obsolete in this dynamic IT world.
Scrum was developed as an answer to this challenge for software development and guides the way through a project in small steps – so-called sprints. Dynamically changing project requirements can be considered at the beginning of each sprint without jeopardising the success of the overall project.
Nowadays Scrum has increasingly found its way into agile project management processes beyond software development. Scrum can be applied to many types of project management e.g. organisational changes, digitalisation projects, process improvements.
Scrum is based on a mindset that explains the Scrum methodology very well:
Above all, the Scrum process requires transparency, analysis and adaptation for the iterative learning and implementation process. This is why there are three different fields of activity in Scrum. The development team is at the centre as the first field of activity – the employees who implement the operational activities. The development team mostly works independently and is supported by the Scrum Master in the second field of activity. In a third field of activity, the Product Owner focuses on the added value of the product for internal or external customers.
Scrum is a process led by a Scrum Master – less a project manager in the classical sense, but rather a facilitator of a team that independently and autonomously follows the path to the project objective.
The product owner develops the product, service or project definition: what should the project include? What is the aim of the project? Based on this, the development team derives the topics to start with and integrates them into the so-called sprint backlog.
A project is divided into so-called "sprints". Each sprint lasts about 2–4 weeks. The project goals to be achieved within the sprint, as well as the solution path, are precisely defined at the beginning of the sprint. In larger and more complex projects, several teams can work in parallel sprints; interfaces between the teams are coordinated in regular meetings.
During a sprint, short work meetings known as Daily Scrums are held every day at a set time, discussing progress and the goals for the day transparently. Major problems or discussions of details are "parked" and discussed outside the Daily Scrum.
Best practice: some Scrum Masters recommend holding Daily Scrums standing up – that way you can be sure that they won't exceed a maximum duration of 15–20 minutes!
At the end of a sprint, the entire project team compiles the results and, together with the Product Owner, compares and documents them against the defined requirements for the sprint. At the same time, the product features to be achieved in the next sprint are summarised for sprint planning.
This meeting at the end of a sprint is recommended to emphasise and continuously improve the procedure and methodology: what worked well, what would the team do better next time?
All three roles should be assigned to different people and together they form the Scrum project team.
Describes the required product features to be achieved in the project – similar to the former "products requirement document", with the difference that it is maintained by the Product Owner and added to incrementally. This way, dynamically changing product requirements can be supplemented and adapted in the course of the project.
Even if the Scrum approach may seem overly formalised at first glance, this methodology is worth a try. The division into individual project stages and the required close coordination within a project team create a motivating environment for all project stakeholders, which brings the achieved goals within reach!
As always, leadership of the process is crucial. The designated Scrum Master has an important role to play – management experience and a "knack" for a motivating management style are soft factors that can make Scrum a success factor for SMEs.
Be it the development of product innovations, the introduction of new business areas or other change projects – Scrum has a wide range of possible applications. At PLUCH Interim Management, we have extensive experience in leading projects.
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