SCRUM IN PROJECTS
The basis for the activities of each project team is a framework, or work structure that sets and organizes the roles of individual members, their tasks and resources that will help them to achieve their goals. This is especially known to programmers who have developed a collection of Agile methods, including the recently popular Scrum.
Scrum is an agile and incremental method of managing project management, mainly used in programming projects that aim to provide new software functions every 2 - 4 weeks. This is one of the approaches that influenced the "Agile Manifesto" expressing a set of values and principles that help in making decisions about faster development of high quality software. Scrum is extremely useful for programmers, since new products and product improvements are customer feedback driven, and there iterations between the shipped features and feedback gathering are perfect to prepare a backlog and make adjustments to the initial concept.
Scrum is, therefore, widely used by programming teams. In fact, it is the most popular agile methodology. According to the State of Agile report, 68% of programming teams use Scrum or Scrum hybrids. However, Scrum has also spread to other business functions, including IT and marketing, where there are projects that must be carried out in the face of complexity and ambiguity. The management teams base their agile management practices on Scrum, often combining them with lean and Kanban practices, and it is especially efficient in new project of high uncertainty where agility is needed and many changes are expected, that would not normally fall into a waterfall methodology.
Is Scrum fit for all projects?
Scrum defines a set of values quite well. At the very beginning of the Scrum Guide, we see the three pillars of the process: transparency, inspection and adaptation. The self-organization and interdisciplinary nature of the development team is also strongly emphasized (self-organizing and cross-functional teams). As we look further, we will find five values that are core to Scrum: courage, openness, respect, focus and commitment. We find stressing the work at a steady pace. Scrum belongs to the mainstream of agile methodologies, so the Agile manifesto is most applicable to it: people and interactions above processes and tools; operating software over extensive documentation; cooperation with the client over formal arrangements and responding to changes over following the plan.
So when does Scrum not fit? In my opinion, when team members do not have the values that the methodology follows. When team members do not value teamwork, autonomy, self-organization, and they are not open to changes.
Scrum is also not a good option for a project that is well defined, has no uncertainty, and where steps are not likely to change as the project unfolds.
State of Agile Report: https://explore.versionone.com/state-of-agileLinks to an external site.
Scrum Inc: https://www.scruminc.com/Links to an external site.
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