DTU ProjectLab - User contributions [en-gb]

The agile framework Scrum in the context of lean project management

2016-09-26T20:03:16Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is focusing more explicit on the dependencies between the different aspects within Scrum framework.</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains the Scrum framework in form of a catalogue.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Status report of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on<ref name="AA" />]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in context to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk (see fig. 1). <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.<ref name="AG" >Simplilearn.com. (2016). Scrum Project Management Pros and Cons | CSM Training. [online] Available at: http://www.simplilearn.com/scrum-project-management-article [Accessed 26 Sep. 2016]. '''Annotated:''' A short and precise summary of advantages and disadvantages of Scrum from the perspective of the organization and the employees</ref>

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.<ref name="AG" />

== Lean Project Management ==
[[File:AAA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification, but on transparency. In this process it is the Scrum Master's task to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine tasks through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management, this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different (see fig. 4). The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on these Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information from the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.

The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. Further open points to discuss from Table 1 are, global optimization over local optimization and minimization of indirect staff. Global optimization over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in "''The Agile Manifesto''"<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact and being able to react on changing markets and strategies. Minimization of indirect staff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect staff but also does not require indirect staff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible, but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect staff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there is no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast, the comparison has show, that Scrum can be a valuable framework, not only to be agile, but also to install a lean project management approach. Some possible research areas are:

* Scrum as tool for lean project management. Can Scrum be used together with other project management approaches to implement a lean project management?
* Scrum and lean project management - synergy effects or contra productive?
* Can Scrum replace traditional project management for planned ahead projects to slim the processes?

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T20:02:20Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is focusing more explicit on the dependencies between the different aspects within Scrum framework.</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains the Scrum framework in form of a catalogue.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Status report of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on<ref name="AA" />]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in context to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk (see fig. 1). <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.<ref name="AG" >Simplilearn.com. (2016). Scrum Project Management Pros and Cons | CSM Training. [online] Available at: http://www.simplilearn.com/scrum-project-management-article [Accessed 26 Sep. 2016]. '''Annotated:''' A short and precise summary of advantages and disadvantages of Scrum from the perspective of the organization and the employees</ref>

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.<ref name="AG" />

== Lean Project Management ==
[[File:AAA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification, but on transparency. In this process it is the Scrum Master's task to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine tasks through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management, this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different (see fig. 4). The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on these Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information from the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.

The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. Further open points to discuss from Table 1 are, global optimization over local optimization and minimization of indirect staff. Global optimization over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in "''The Agile Manifesto''"<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact and being able to react on changing markets and strategies. Minimization of indirect staff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect staff but also does not require indirect staff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible, but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect staff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there is no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast, the comparison has show, that Scrum can be a valuable framework, not only to be agile, but also to install a lean project management approach. Some possible research areas are:

* Scrum as tool for lean project management. Can Scrum be used together with other project management approaches to implement a lean project management?
* Scrum and lean project management - synergy effects or contra productive?
* Can Scrum replace traditional project management for planned ahead projects to slim the processes?

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T20:00:47Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is focusing more explicit on the dependencies between the different aspects within Scrum framework.</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains the Scrum framework in form of a catalogue.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Status report of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on<ref name="AA" />]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in context to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk (see fig. 1). <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.<ref name="AG" >Simplilearn.com. (2016). Scrum Project Management Pros and Cons | CSM Training. [online] Available at: http://www.simplilearn.com/scrum-project-management-article [Accessed 26 Sep. 2016]. '''Annotated:''' A short and precise summary of advantages and disadvantages of Scrum from the organization perspective and for the employees</ref>

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.<ref name="AG" />

== Lean Project Management ==
[[File:AAA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification, but on transparency. In this process it is the Scrum Master's task to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine tasks through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management, this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different (see fig. 4). The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on these Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information from the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.

The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. Further open points to discuss from Table 1 are, global optimization over local optimization and minimization of indirect staff. Global optimization over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in "''The Agile Manifesto''"<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact and being able to react on changing markets and strategies. Minimization of indirect staff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect staff but also does not require indirect staff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible, but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect staff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there is no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast, the comparison has show, that Scrum can be a valuable framework, not only to be agile, but also to install a lean project management approach. Some possible research areas are:

* Scrum as tool for lean project management. Can Scrum be used together with other project management approaches to implement a lean project management?
* Scrum and lean project management - synergy effects or contra productive?
* Can Scrum replace traditional project management for planned ahead projects to slim the processes?

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T19:59:18Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is focusing more explicit on the dependencies between the different aspects within Scrum framework.</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains the Scrum framework in form of a catalogue.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Status report of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on<ref name="AA" />]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk (see fig. 1). <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.<ref name="AG" >Simplilearn.com. (2016). Scrum Project Management Pros and Cons | CSM Training. [online] Available at: http://www.simplilearn.com/scrum-project-management-article [Accessed 26 Sep. 2016]. '''Annotated:''' A short and precise summary of advantages and disadvantages of Scrum from the organization perspective and for the employees</ref>

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.<ref name="AG" />

== Lean Project Management ==
[[File:AAA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification, but on transparency. In this process it is the Scrum Master's task to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine tasks through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management, this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different (see fig. 4). The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on these Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information from the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.

The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. Further open points to discuss from Table 1 are, global optimization over local optimization and minimization of indirect staff. Global optimization over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in "''The Agile Manifesto''"<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact and being able to react on changing markets and strategies. Minimization of indirect staff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect staff but also does not require indirect staff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible, but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect staff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there is no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast, the comparison has show, that Scrum can be a valuable framework, not only to be agile, but also to install a lean project management approach. Some possible research areas are:

* Scrum as tool for lean project management. Can Scrum be used together with other project management approaches to implement a lean project management?
* Scrum and lean project management - synergy effects or contra productive?
* Can Scrum replace traditional project management for planned ahead projects to slim the processes?

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T19:57:50Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is focusing more explicit on the dependencies between the different aspects within Scrum framework.</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains the Scrum framework in form of a catalogue.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on<ref name="AA" />]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk (see fig. 1). <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.<ref name="AG" >Simplilearn.com. (2016). Scrum Project Management Pros and Cons | CSM Training. [online] Available at: http://www.simplilearn.com/scrum-project-management-article [Accessed 26 Sep. 2016]. '''Annotated:''' A short and precise summary of advantages and disadvantages of Scrum from the organization perspective and for the employees</ref>

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.<ref name="AG" />

== Lean Project Management ==
[[File:AAA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification, but on transparency. In this process it is the Scrum Master's task to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine tasks through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management, this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different (see fig. 4). The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on these Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information from the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.

The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. Further open points to discuss from Table 1 are, global optimization over local optimization and minimization of indirect staff. Global optimization over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in "''The Agile Manifesto''"<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact and being able to react on changing markets and strategies. Minimization of indirect staff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect staff but also does not require indirect staff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible, but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect staff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there is no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast, the comparison has show, that Scrum can be a valuable framework, not only to be agile, but also to install a lean project management approach. Some possible research areas are:

* Scrum as tool for lean project management. Can Scrum be used together with other project management approaches to implement a lean project management?
* Scrum and lean project management - synergy effects or contra productive?
* Can Scrum replace traditional project management for planned ahead projects to slim the processes?

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T19:56:28Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is focusing more explizit on the dependencies between the different aspects within Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on<ref name="AA" />]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk (see fig. 1). <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.<ref name="AG" >Simplilearn.com. (2016). Scrum Project Management Pros and Cons | CSM Training. [online] Available at: http://www.simplilearn.com/scrum-project-management-article [Accessed 26 Sep. 2016]. '''Annotated:''' A short and precise summary of advantages and disadvantages of Scrum from the organization perspective and for the employees</ref>

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.<ref name="AG" />

== Lean Project Management ==
[[File:AAA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification, but on transparency. In this process it is the Scrum Master's task to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine tasks through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management, this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different (see fig. 4). The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on these Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information from the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.

The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. Further open points to discuss from Table 1 are, global optimization over local optimization and minimization of indirect staff. Global optimization over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in "''The Agile Manifesto''"<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact and being able to react on changing markets and strategies. Minimization of indirect staff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect staff but also does not require indirect staff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible, but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect staff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there is no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast, the comparison has show, that Scrum can be a valuable framework, not only to be agile, but also to install a lean project management approach. Some possible research areas are:

* Scrum as tool for lean project management. Can Scrum be used together with other project management approaches to implement a lean project management?
* Scrum and lean project management - synergy effects or contra productive?
* Can Scrum replace traditional project management for planned ahead projects to slim the processes?

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T19:51:01Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on<ref name="AA" />]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk (see fig. 1). <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.<ref name="AG" >Simplilearn.com. (2016). Scrum Project Management Pros and Cons | CSM Training. [online] Available at: http://www.simplilearn.com/scrum-project-management-article [Accessed 26 Sep. 2016]. '''Annotated:''' A short and precise summary of advantages and disadvantages of Scrum from the organization perspective and for the employees</ref>

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.<ref name="AG" />

== Lean Project Management ==
[[File:AAA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification, but on transparency. In this process it is the Scrum Master's task to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine tasks through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management, this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different (see fig. 4). The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on these Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information from the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.

The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. Further open points to discuss from Table 1 are, global optimization over local optimization and minimization of indirect staff. Global optimization over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in "''The Agile Manifesto''"<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact and being able to react on changing markets and strategies. Minimization of indirect staff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect staff but also does not require indirect staff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible, but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect staff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there is no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast, the comparison has show, that Scrum can be a valuable framework, not only to be agile, but also to install a lean project management approach. Some possible research areas are:

* Scrum as tool for lean project management. Can Scrum be used together with other project management approaches to implement a lean project management?
* Scrum and lean project management - synergy effects or contra productive?
* Can Scrum replace traditional project management for planned ahead projects to slim the processes?

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T19:46:42Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on<ref name="AA" />]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk (see fig. 1). <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.

== Lean Project Management ==
[[File:AAA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification, but on transparency. In this process it is the Scrum Master's task to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine tasks through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management, this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different (see fig. 4). The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on these Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information from the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.

The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. Further open points to discuss from Table 1 are, global optimization over local optimization and minimization of indirect staff. Global optimization over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in "''The Agile Manifesto''"<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact and being able to react on changing markets and strategies. Minimization of indirect staff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect staff but also does not require indirect staff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible, but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect staff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there is no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast, the comparison has show, that Scrum can be a valuable framework, not only to be agile, but also to install a lean project management approach. Some possible research areas are:

* Scrum as tool for lean project management. Can Scrum be used together with other project management approaches to implement a lean project management?
* Scrum and lean project management - synergy effects or contra productive?
* Can Scrum replace traditional project management for planned ahead projects to slim the processes?

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T19:43:25Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on<ref name="AA" />]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk (see fig. 1). <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.

== Lean Project Management ==
[[File:AAA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification, but on transparency. In this process it is the Scrum Master's task to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine tasks through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management, this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on these Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information from the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.

The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. Further open points to discuss from Table 1 are, global optimization over local optimization and minimization of indirect staff. Global optimization over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in "''The Agile Manifesto''"<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact and being able to react on changing markets and strategies. Minimization of indirect staff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect staff but also does not require indirect staff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible, but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect staff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there is no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast, the comparison has show, that Scrum can be a valuable framework, not only to be agile, but also to install a lean project management approach. Some possible research areas are:

* Scrum as tool for lean project management. Can Scrum be used together with other project management approaches to implement a lean project management?
* Scrum and lean project management - synergy effects or contra productive?
* Can Scrum replace traditional project management for planned ahead projects to slim the processes?

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T19:42:09Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.

== Lean Project Management ==
[[File:AAA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification, but on transparency. In this process it is the Scrum Master's task to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine tasks through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management, this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on these Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information from the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.

The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. Further open points to discuss from Table 1 are, global optimization over local optimization and minimization of indirect staff. Global optimization over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in "''The Agile Manifesto''"<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact and being able to react on changing markets and strategies. Minimization of indirect staff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect staff but also does not require indirect staff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible, but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect staff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there is no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast, the comparison has show, that Scrum can be a valuable framework, not only to be agile, but also to install a lean project management approach. Some possible research areas are:

* Scrum as tool for lean project management. Can Scrum be used together with other project management approaches to implement a lean project management?
* Scrum and lean project management - synergy effects or contra productive?
* Can Scrum replace traditional project management for planned ahead projects to slim the processes?

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T19:36:47Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.

== Lean Project Management ==
[[File:AAA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification, but on transparency. In this process it is the Scrum Master's task to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine tasks through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management, this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on these Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information from the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.

The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. Further open points to discuss from Table 1 are, global optimization over local optimization and minimization of indirect staff. Global optimization over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in "''The Agile Manifesto''"<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact and being able to react on changing markets and strategies. Minimization of indirect staff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect staff but also does not require indirect staff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible, but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

File:AAA.png

2016-09-26T19:35:40Z

Kai:

The agile framework Scrum in the context of lean project management

2016-09-26T19:32:43Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification, but on transparency. In this process it is the Scrum Master's task to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine tasks through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management, this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on these Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information from the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.

The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. Further open points to discuss from Table 1 are global optimization over local optimization and minimization of indirect staff. Global optimization over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in "''The Agile Manifesto''"<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact and being able to react on changing markets and strategies. Minimization of indirect staff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect staff but also does not require indirect staff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible, but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T19:27:18Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification, but on transparency. In this process it is the Scrum Master's task to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine tasks through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management, this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on these Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information from the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.

The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact and being able to react on changing markets and strategies. Minimization of indirect staff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect staff but also does not require indirect staff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible, but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T19:15:57Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the Context of Lean Project Management ==
This part will investigate to which extend the agile framework, Scrum, shows convergence with lean Management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T19:10:09Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. For the employees involved in a Scrum managed project, the Scrum framework offers a clear visibility of the Goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any other approach, Scrum also has its limitations and disadvantages. One limitations is that it is difficult and challenging to introduce the Scrum framework to large project teams and that the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, the Scrum framework is only successful if experienced team members (in Scrum) are existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team Members the daily meetings sometimes can be frustrating, and leaving Scrum Team Members have a huge impact on the whole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's Lean principles has been included in general management practices. At the same time many Lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through Lean principles in project management and studies have shown that Lean producers are also superior in context of project performance. However, there is no research that proves that Lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the Lean principles originally are production related, they need to be transferred into the context of project management. This transfer can be seen in Table 1, which illustrates that in context of Lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so Lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, Lean project management focuses on direct flow – and preferable one-piece flow. In the context of communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads to direct processing of information and minimizes handover times. Another positive factor due to transparency, is that the different stakeholders cannot hide behind unprocessed information.
The Figures 2 and 3 illustrate the transformation of the communication flow.
The major aspect of Lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 shows the transfer of the outlined seven kinds of waste of the Lean Thinking in its origin as well as transferred in the project management context. It shows that some Lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the Lean project management theory there do exist some basic rules that should be applied in the overall project organization. As Lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:

1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation

2) Task Combination - combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information

3) Reduce Waste - everything not value adding should be eliminated e.g. bureaucracy.

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T18:55:18Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 3: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 4: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T18:54:22Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

As mentioned above, Scrum offers different advantages in comparison to traditional project management approaches. The most obvious is the agility of Scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable Scrum to react fast on changing demands and feedback of different groups. Additionally, Scrum allows to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it Scrum ensures an effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T18:50:19Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''' is an iterative 15 minutes long Scrum Event that, as the name implies, takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal, while the Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint, the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents, or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog grows as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is also the basis for the Daily Scrum events, and as the general Backlog, the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T18:44:47Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In "''The Scrum Guide''" Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems
* Focus – everybody has to focus on the Sprint and the Goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on a set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. Since the stated goal cannot be changed during the Sprint, it is important to define, what should be achieved during the Sprint before each Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint Goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements get reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outlining what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:

1) What should and can be done in the Sprint?

2) How can it be achieved?

The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonably explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T18:36:50Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context. Source: Own Illustration, based on<ref name="AF" />]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context. Source: Own illustration, based on<ref name="AF" />]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow. Source: Own illustration, based on<ref name="AF" />]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow. Source: Own Illustration, based on<ref name="AF" />]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum. Source: Own Illustration]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T18:33:18Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework. Source: Own Illustration, based on]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T18:29:43Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' work self organized and can choose the way to accomplish the work by their own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a Project Manager does not exist. The more traditional tasks of a Project Manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' is the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value of the Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product Owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomously. There are no sub teams existing in the Development Team as well as no title for the Team members; all members are referred to as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and the organization. It is the Scrum Master's responsibility that all Scrum Events are attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T18:23:42Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum, as an agile method, allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "Agile Manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally it puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlined and reflected on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is a circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints.<ref name="AD" /> <ref name="AA" /> These cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller and less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T18:19:14Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall. '''Annotated:''' This book sums up the newest practices of project management used used by best-practice companies to improve the overall project management performance. </ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T18:13:19Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T18:12:35Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016. '''Annotated:''' Report that explains the Scrum framework in concerns to manage reduce complexity and uncertainty of projects. </ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T18:09:50Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto<ref name="AC" />: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T18:07:05Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">Agilemanifesto.org. (2016). Manifesto for Agile Software Development. [online] Available at: http://agilemanifesto.org [Accessed 26 Sep. 2016]. '''Annotated:''' The Agile Manifesto states the twelve core practices of agile development and is signed by renowned scholars and practitioners of agile development.</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T17:57:38Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' A guide for the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects of Scrum the Scrum framework</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': Short and precise guide that explains in form of a catalogue the Scrum framework.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013 '''Annotated:''' Statusreport of the usage of Scrum in different industry sectors.</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T17:53:17Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)." '''Annotated:''' also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014. '''Annotated''': The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-26T11:03:52Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />

The agile framework Scrum in the context of lean project management

2016-09-24T14:42:51Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.
A further resource for Scrum is the Scrum Alliance, which provides detail material about Scrum on its website. The Scrum Alliance is not only offering information how to use Scrum it also makes market research about the state of Scrum in the industry and where it is used. Additionally the Scrum Alliance offers certifications of Scrum.

== References ==
<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>
<ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>

The agile framework Scrum in the context of lean project management

2016-09-24T14:23:36Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
Scrum's origin id the software development. The main resources available for Scrum are placed in this domain and explain Scrum in the context of software development. Scrum as method is well defined and can be clearly illustrated be found in the Scrum Guide of ...
Scrum Allianz
Primeguide
The Scrum framework originally developed in the software development industry. Therefore the most available resources reflect Scrum in front of the software development background. Nevertheless existing valuable resource to get more information of Scrum. First of a exists "The Scrum Guide" published and continuously updated by Ken Schwaber and Jeff Sutherland. The Scrum Guide is explains very detailed how the Scrum framework is built and how it is to use. On the other hand exists "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum" also this resource explains the Scrum framework. In contrast to the "The Scrum Guide" it is concentrating more on the general dependencies between the different aspects in Scrum, where the Scrum Guide is a more useful short description dominated by keypoints to transfer the most relevant as compact as possible.

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>
<ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>

The agile framework Scrum in the context of lean project management

2016-09-24T14:09:22Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control<ref name="AD" />:

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
Scrum's origin id the software development. The main resources available for Scrum are placed in this domain and explain Scrum in the context of software development. Scrum as method is well defined and can be clearly illustrated be found in the Scrum Guide of ...
Scrum Allianz
Primeguide

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>
<ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>

The agile framework Scrum in the context of lean project management

2016-09-24T14:05:53Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" /> Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
Scrum's origin id the software development. The main resources available for Scrum are placed in this domain and explain Scrum in the context of software development. Scrum as method is well defined and can be clearly illustrated be found in the Scrum Guide of ...
Scrum Allianz
Primeguide

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>
<ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>

The agile framework Scrum in the context of lean project management

2016-09-22T14:55:23Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" />" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects or contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==
Scrum's origin id the software development. The main resources available for Scrum are placed in this domain and explain Scrum in the context of software development. Scrum as method is well defined and can be clearly illustrated be found in the Scrum Guide of ...
Scrum Allianz
Primeguide

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>
<ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>

The agile framework Scrum in the context of lean project management

2016-09-22T14:52:28Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" />" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach. Some examples are:

* Scrum as tool for lean project management. Can Scrum be used together with other project managements approaches to implement a lean project management?
* Scrum and lean project management, synergy effects of contra productive.
* Can Scrum replace traditional project management for ahead planned projects to slim the processes.

== Annotated Bibliography ==

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>
<ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>

The agile framework Scrum in the context of lean project management

2016-09-22T14:43:41Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" />" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach.

== Annotated Bibliography ==

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>
<ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>

The agile framework Scrum in the context of lean project management

2016-09-22T14:04:27Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" />" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Future Research ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach.

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>
<ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>

The agile framework Scrum in the context of lean project management

2016-09-22T14:02:08Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" />" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

as mentioned through the sections before scrum offers different advantages in comparison to tradition project management approaches. The most obvious is the agility of scrum that adopts feedback from stakeholders and costumers. Especially short Sprints enable scrum to react fast on changing demands and feedback of different groups. Additionally allows Scrum to divide large and complex projects in smaller pieces (Sprints) to increase the manageability. With it ensures Scrum a effective management of resources and money as well as the direct test and reviewing of the achieved content through the Scrum reviews. for the employees involved in a Scrum managed project the Scrum framework offers a clear visibility of the goal through the Scrum meetings and the Daily Scrum illustrates the individual contribution to the project.

As any approach also Scrum has its limits and disadvantages. So is it difficult and challenging to introduce the Scrum framework to large project teams and the success of Scrum is heavily depending on the commitment and cooperation of the team members. Moreover, is the Scrum framework only successful if experienced team members (in Scrum) existing. If the end date for the Scrum project is missing it often leads to a slow process. For the Scrum Team members the daily meetings can be sometime frustrating and leaving Scrum Team members have a huge impact on the hole project.

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Conclusion ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach.

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>
<ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>

The agile framework Scrum in the context of lean project management

2016-09-22T13:34:17Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" />" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

=== Scrum's Advantages and Limitations ===

The Pros

*Scrum ensures effective use of time and money
*Large projects are divided into easily manageable sprints
*Developments are coded and tested during the sprint review
*Works well for fast-moving development projects
*The team gets clear visibility through scrum meetings
*Scrum, being agile, adopts feedback from customers and stakeholders
*Short sprints enable changes based on feedback a lot more easily
*The individual effort of each team member is visible during daily scrum meetings

The Cons

*Scrum often leads to scope creep, due to the lack of a definite end-date
*The chances of project failure are high if individuals aren't very committed or cooperative
*Adopting the Scrum framework in large teams is challenging
*The framework can be successful only with experienced team members
*Daily meetings sometimes frustrate team members
*If any team member leaves the project in the middle, it has a huge negative impact on the project
*Quality is hard to implement, until the team goes through aggressive testing process

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Conclusion ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach.

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>
<ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>

Bubble diagram in portfolio management

2016-09-20T11:12:14Z

Kai:

==Abstract==
The bubble diagram is a graphing technique used in project portfolio management to making decision, especially to display balance in new product project portfolios.
These visual representation is an adaptation of the four quadrant BCG (star; cash cow; dog; wildcat) diagrams developed in 1970 by Bruce D. Handerson as strategy models <ref name="handerson" />.
The diagram is a variant of the regular x-y plot, where circle or ellipse are used instead the single points, and extra information are provided by varying the shape, the size and the colour. Furthermore the chart can usually be divided in four section to facilitate recognition of different situations.
The most popular chart is the risk-reward which shows the probability of success on the vertical axis and the [https://en.wikipedia.org/wiki/Net_present_value NPV] ( Net Present Value) over a period of time on the horizontal axis.<ref name="coo1" />
The risk-reward portfolio mapping involves keeping the projects into four different categories:

* Pearls: high probability of success and generate high payoffs
* Oysters: long shots, but with high payoffs
* Bread & Butter: low-risk projects with low rewards
* White Elephants: low probability and low payoff projects

However it is possible to plot other different parameters on these bubble diagrams in order to seek balance:

* Ease vs attractiveness
* Strength vs attractiveness
* Cost vs timing
* Strategic vs benefit
* Cost vs benefit

This method is widely used by the companies even if just a small percentage use it as the dominant.
This article aspirates to perform an overview of the bubble diagram method and its uses through some practical example and a comparison with other visual tools and different methods as the financial methods, strategic methods and scoring model. <ref name="coo2" />
Furthermore will be analyzed the advantages and the disadvantages of this method and will be discussed if actually can give a real help to the decision making in Portfolio Management.

==Introduction to visual tools and portfolio management==

Traditional project management is a process whereby each project is approved and managed independently focusing on the triple constraint (scope, time, cost) of the single project separate from other projects. <ref name="coo3" />
By contrast Portfolio management is a dynamic decision process, whereby a business’s list of active new product (and development) projects is constantly updated and revised. In this process, new projects are evaluated, selected and prioritized; existing projects may be accelerated, killed or de-prioritized; and resources are allocated and reallocated to active projects.
The emphasis of portfolio management is on ensuring that each project contributes to the overall organizational success. <ref name="edg1" />

To achieve this success, many different tools and methods are used. Below the main goals setted by using portfolio management are listed and the importance of the bubble charts to reach few of them is highlighted :

* Maximize the value of the portfolio for a given resource expenditure.
* Maintain the competitive position of the business.
* Balance choosing the right mix of projects : for this point, the use of bubble diagram and other visual tools is important in order to reach the best results.
* Achieving a strategically aligned portfolio : Also for this goal, the bubble chart results really usefull.
* Achieving the right number of projects for the limited resources available.
<ref name="coo4" />

==Bubble diagram==

[[File:BC3.PNG |360px|thumb|right| Fig.1 A Bubble Chart, on the x-axis is shown NPV and on the y-axis is shown the probability of success. This means that pearls are always preferred and the white elephants always want to be avoided .]]

Bubble charts are useful graphs for comparing the relationships between data objects in more than 2 numeric-data dimensions: the X-axis data, the Y-axis data, and the other data represented by the bubble size, color and shape.

In order to avoid misleading charts, is important to understand the relationship between the bubble size and the data represented by the size. In the common case of circular bubbles, if the data is proportional to the radius, the data will be altered since the bubble area grows exponentially as the square of the radius (<math> Area = \pi* r^{2}</math>). For a better representation of the data, bubble data should be represented directly by the area using the circumference of the circle, in this case the bubble grows linearly in relationship to the diameter (<math>circumference =\pi*diameter</math>).
However, sometimes if one wants to exaggerate the differences or a more easily contrast between two projects, could be useful represent the data proportional to the radius. <ref name="coo5" />

As has been highlighted in the summery before, visual charting techniques in portfolio management projects, as bubble diagram, are employed in order to display balance in new product project portfolios.
The most widely used and highly popular bubble diagram in portfolio management is the one that displays project risk (probability of success) on y axis and reward on X axis.

The risk-reward portfolio mapping involves keeping the projects into various categories as per the quadrant they fall into. As mentioned before, each quadrant correspond to a different situation distinguished from the others by a particular name. Below a brief description for every quadrant is reported:
* Bread and Butter (upper left): These type of projects have high probability of success but low reward. They are are small, simple projects which include extensions, modifications, fixes and updating.
* White Elephants (bottom left). These are the projects with low probability and low reward. Every business wants to avoid them, but inevitably there are always few and they are difficult to kill. In this case there are too many of them.
* Pearls (upper right quadrant): Most businesses aspire more of these. These are the potential star products, projects with a high probability of technical success, and which are also expected to give a very high reward. There are two Pearl projects, and one of them has been allocated considerable resources (denoted by the sizes of the circles).
* Oysters (bottom left): These are the long-shot projects, where high reward is expected, but as the same time also a low probability of technical success. These are the projects where technical innovations will open the way for solid payoffs. <ref name="coo5" />

An example of bubble diagram is shown in Figure 1 where the size of each bubble shows the annual resources spent on each project (Euros per year or people or work-months allocated to the project) and the color shows the timing :
The red color is for projects with imminent lunch, while the blue colors represents an early stage project.

Analyzing this example, is possible to notice the high number of White Elephants that should be reduced, but on the other hand there are good investments for Oysters resources that means possible innovations in the future.
The lack of Pearls is easily visible and at the same is noticeable a balanced number of Bread and Butter. It is important keep an eye on Bread and Butter quadrant in order to don’t have big bubbles, which means much money and resources spent for low value projects.

A relevant feature of this chart is that forces management to consider the resources implications and deal with it as well as the timing.
Given finite resources (e.g., a limited number of people or money), the sum of the areas of the circles must be a constant. That means , if you add one project to the diagram, you must subtract another; alternatively you can shrink the size of several circles.

Thus, this apparently simple risk/reward diagram shows a lot more than simply risk and reward data: it also shows resource allocation, timing and the balance between the projects. In project portfolio, using the bubble charts can be a great help in making insightful business investment decisions, even if they should never stand alone but always with some other tools.

Besides the most common risk – rewards chart, many other parameters could be used with the bubble charts in order to provide different information. Below the table show the most popular parameters used in the bubble charts:

{|class="wikitable" style="margin: auto;"
|'''Chart Type'''
|'''Y-Axis'''
|'''X-Axis'''
|'''% of businesses using this approach'''
|-
|Risk vs. Reward
|Probability of Succes
|NPV, Total benefit after years of launch
|44,4
|-
|Newness
|Market newness
|Technical newness
|11,1
|-
|Ease Vs. Attractiveness
|Market attractiveness (growth, potential consumer appeal, life cycle)
|Technical feasibility
|11,1
|-
|Strengths Vs. Attractiveness
|Market attractiveness (growth, potential consumer appeal, life cycle)
|Competitive position
|11,1
|-
|Cost Vs. timing
|Time to impact
|Cost to implement
|9,7
|-
|Strategic Vs. Benefit
|Business intent, NPV, attractiveness
|Strategic focus or fit
|8,9
|-
|Cost Vs. benefit
|Cumulative development costs
|Cumulative Reward
|5,6
|}
<br>
<ref name="coo6" />

===Variant of Bubble chart===
[[File:Elipsss.PNG |360px|thumb|right| Fig.2 A variant of the calssic bubble diagram ]]
Exist also some variants of the bubble diagram; one of them is used to effectively describe uncertain estimates.

For each project there are optimistic and pessimistic estimates taking in count uncertain variables, leading to a range of values both for NPV and probability of technical success.
In this case as shown in Fig.2 , besides the round bubbles there are large ellipses due to the uncertain variables of "NPV" or "The probability of success".
The size and the shape of the bubble present the uncertainty of projects: very small bubbles mean highly sure estimates on each dimension, instead large ellipses mean high uncertainty (a big range between worst case and best case) for that project. <ref name="coo7" />.
This variant of BC is important to understand how precise are the expectation about a specific project, in order also to understand the possible risks once has been decide to invest on it.

===Strength and weakness===

The BC cannot be made before all the data have been collected and processed. In the literature, there are almost no studies regarding the exact effect of the chart in use. It is moreover impossible to generalize and conclude generically whether the BC gives benefits implementing in a company. In order to get an overview, a list of advantage and disadvantages is conducted. This list could be usefull to understand in which situation bubble diagrams would be easy to implement and use, and in which situation the implementation of such a chart can be a costly and non-benefiting project.

====Strengths====

* Efficient when many different processes are running at the same time :
It’s a really useful tool to have a fast overview for decision making, especially when you have to take in consideration many different projects at the same time. Give the possibility to compare many similar projects in a short time and get fast conclusions. As mentioned before, in this way the bubble chart represent a good tool for reach the balance choosing the right mix of projects.

* Easy to use :
Really easy to implement in many different project situation and possibility to make it in a short time.
There is no need of any specialist to make it and analyze it.

* Easy to learn :
Since this visual tool is basic and simple, the employees can learn how to use it in a fast way and without needing any special crash course. Furthermore this means there are not expenses to implement it.

* Easy to update, modify and maintain :
Since is a visual chart, it’s fast and low cost to maintain and update due to the changing of data.

====Weakness====
* Dependencies and project synergy are not showed :
The bubble diagrams cannot show the dependency between different projects, so it won’t be the best tool to use in case there is big number of projects with many interdependencies which are need to be investigated.
As the same time, also under the cost profile will be important to know if it is possible to share some steps between different projects in order to decrease the all expenses.

* Difficulties to find errors in data :
The diagram count directly on the data and in the case one error occur in the data, will be hard to find out where the bubble diagram will be wrong .
Furthermore if one mistake has been done with the data, it will show up several times making this system weaker .

* Difficulties to quantify the data :
This tool is more useful to give an overview of the projects than give the exactly values about the risk, rewards and other parameters. To find the values for the NPV for example, in every project the values should be calculated and put on the scale between 1 and 100, even if is known that in some projects could be almost impossible to quantify.

* Difficulties to compare different kind of project :
It is always hard to compare different types of project as the same time like for example strategic projects and product-development project. Both types of project are important and can be of great value,
but the NPV of strategic fitting projects is hard to know, and the product-development project will often seem more popular.

==Other visual tools for Portfolio Management==

Besides the Bubble charts, there is a large variety of histograms and pie charts which help to portray portfolio balance too. Furthermore there are plenty parameters or variables across which one would like to look to for the balance of a project.
Here some examples of variables and charts are reported:

Timing is a important parameter to take in consideration for balance.
Usually is important to find a balance between short term and long term projects, in this way will be possible to have constant stream of new products launch spread over the years and no a sudden log-jam of product launches all in one year.
For the timing variable, a histogram could be a good choice since captures the issue of timing and illustrate the distribution of resources for specific projects according to the time of launch.

Another variable connected to the timing is the cash flow. Here the aim is to balance the projects in such way that allow to have a cash inflows reasonably balanced with cash outflows in the business. Also here is possible to use a histogram where the inflows and the outflows are showed for every project.

Besides timing, the different project types is another big concern.
How is possible to check the amount of resources spent on development of new products versus product renewals (improvements and replacements), or product extensions, or product maintenance? Here another visual tool is used : pie charts are easily understandable and fast interpretation, moreover they effectively capture the spending split across project types. Furthermore the pie charts are used also to displaying market segments, product lines and technologies.

==Comparison to other Portfolio methods==

After mentioned few different visual methods for portfolio management, in this section other popular methods will be briefly described and compared to each others in order to understand what are they useful for and in which cases one is better than another.
The most common methods are the financial methods, 77.3 percent of businesses use this approach in portfolio management and 40.4 percent of businesses use this as the dominant method.

Famous methods are also the strategic approaches: for instance,
It is useful to use in order to decide how to allocate the money across different types of project or envelopes, developing a business’s strategy and ranking the project by different parameters.
A total of 64.8 percent of businesses use this approach and for 26.6 percent of businesses, this is the dominant method.

Another category is give by the scoring model where formulas assigns points based on known information to predict an unknown future outcome. So scaled ratings are used to produce a Project Attractiveness Score which becomes the criterion used to make project selection and/or ranking decisions. These models are used by 37.9 percent of businesses and in 18.3 percent, this is the dominant decision method.

The last group of approaches presented are the Check lists:
It is easily understandable, the projects are evaluated on a set of yes /no questions. In order to proceed with a project, a certain number of approves (yes) needs to be reached.
The number of Yes’s is used to make Go/Kill and/or prioritization (ranking) decisions. Only 17.5 percent of businesses use check lists and in only 2.7 percent is this the dominant method. <ref name="coo2" />

It’s important to highlight that the popularity does not necessarily means that one method is better than another one. When different performances have been rated on six metrics, companies that mostly relied on financial tools as the dominant portfolio selection, score the worst.
Popularity does not necessarily equate to effectiveness, however.
Financial tools are useful in many projects but also bring to an unbalanced portfolio of lower value projects; and projects that lack strategic alignment.
By contrast, businesses using bubble diagrams obtain a balanced and strategic aligned portfolio as the same as strategic methods. In the end, scoring models present the best result for selecting high value projects, and also yield a balanced portfolio.

==Conclusion==
Talking in account what has been said before, it is clear how the bubble diagram is a useful visual tools to have balanced and aligned project portfolio management. However it’s important to clarify the Bubble chart cannot be used alone for decision making since does not give enough information , instead should be combined with other tools. It’s also relevant to keep in mind that this visual tool doesn’t show any dependencies and comparison between different projects, furthermore the timing variable needs to be introduced by other visual tools.
BC is a simple and fast way to have an overview and can help in decision making when previous processes already exist and many data are given

==References==
<references>
<ref name="handerson">B.D. Handerson, ''The Experience Curve - Reviewed IV. The Growth Share Matrix or The Product Portfolio''.</ref>

<ref name="coo1">R.G. Cooper, S.J. Edgett, E.J. Kleinschmidt, ''R&D Portfolio Management Best Practices Study'', Industrial Research Institute (IRI), Washington, DC., 1997.</ref>

<ref name="coo2">R.G. Cooper, S.J. Edgett, E.J. Kleinschmidt, ''Best practices for managing R&D portfolios'', 1998.</ref>

<ref name="coo3">Project Portfolio Management Tools and Techniques Di Parviz F. Rad,Ginger Levin 10-13</ref>

<ref name="edg1">Cooper, R.G., Edgett, S. J. & Kleinschmidt, E.J., “New product portfolio management:practices and performance”, Journal of Product Innovation Management, 16,4, July 1999, 333-351.

<ref name="coo4">Cooper, R.G., Edgett, S.J. & Kleinschmidt, E.J., “Portfolio management in new product development: lessons from the leaders – Part I”, Research-Technology Management, Sept-Oct 1997, 16-28; Part II, Nov-Dec 1997, 43-57.</ref>

<ref name="coo5"> Bubble Chart Pro™ software</ref>
<ref name="coo6"> Cooper, R.G., Edgett, S.J., & Kleinschmidt E.J, “Best practices for managing R&D portfolios”, 1998, 20-33.</ref>
<ref name="coo7"> Tritle, G.L., “New Product Investment Portfolio”, internal 3M document</ref>

The agile framework Scrum in the context of lean project management

2016-09-16T07:16:30Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" />" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven kinds of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Conclusion ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach.

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>
<ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>

The agile framework Scrum in the context of lean project management

2016-09-16T07:15:22Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" />" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven ends of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry. <ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.<ref name="AF" />
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.<ref name="AF" />
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are<ref name="AF" />:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Conclusion ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach.

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>
<ref name="AF" >Maylor, H. (2010). Project management. Harlow, England: Financial Times Prentice Hall.</ref>

The agile framework Scrum in the context of lean project management

2016-09-16T07:12:47Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" />" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: Seven ends of waste transferred in project management context.]][[File:AD.png|150px|right|thumb|Figure 2: Complex information flow.]][[File:AE.png|150px|right|thumb|Figure 2: Simple information flow.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry.
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: Information flow of Scrum.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Conclusion ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach.

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>

The agile framework Scrum in the context of lean project management

2016-09-16T07:10:37Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 1: Workflow in the Scrum framework.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" />" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Table 1: Lean principles transferred in project management context.]][[File:AB.png|350px|left|thumb|Table 2: IPM as linking element between strategy definition and project based execution.]][[File:AD.png|150px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]][[File:AE.png|150px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry.
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Conclusion ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach.

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>

The agile framework Scrum in the context of lean project management

2016-09-16T07:07:49Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" />" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]][[File:AB.png|350px|left|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]][[File:AD.png|150px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]][[File:AE.png|150px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry.
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Conclusion ==

As scrum is the most widely used agile framework for project management, it is surprising that there are no more detailed research in context of dependencies of Scrum and lean project management. Even though the approaches have different origin, they have high convergence in their basis and basic disciplines. The dependencies are opening an interesting research field. Especially due to that fact that due to basis missing research, many organizations will not find Scrum as a method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, but also to install a lean project management approach.

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>

The agile framework Scrum in the context of lean project management

2016-09-16T07:07:16Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" />" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]][[File:AB.png|350px|left|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]][[File:AD.png|150px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]][[File:AE.png|150px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry.
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This part will investigate to which extend the agile framework Scrum shows convergence with lean management. Therefore Scrum, with its defined structures and processes, is consequently compared with the lean project management approach. The comparison will start by outlining the general basic rules of the lean project management approach and will slowly go more in depth.
The comparison of Scrum and the basic disciplines of lean project management are showing a high level of compliance. In relation to the first rule, simplification, Scrum is a well-structured approach with clear defined events and working phases. Scrum therefore is not based on maximal simplification but on transparency. In this process it is the Scrum Master's task is it to educate the Scrum Team. The second rule, task combination, can be seen as fulfilled by Scrum. Due to the fact that the second rule states to combine task through working in cross-functional teams Scrum is completely convergent in this point. In relation to the third rule, which is waste reduction, Scrum itself do not have waste reduction as goal, however, Scrum is indirectly having waste reduction through its structure. Through the maximum duration of the sprints the amount of producible waste is capped. In addition to this, Scrum is an empirical approach based on inspection and adaption, this means learning from knowledge. Transferred to the lean project management this is the same as the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]]
As Scrum is convergent with the basic rules of lean project management, the communication, and especially the transfer of information, will be investigated. The lean project management is having a transparent simplified direct information flow as a necessity. However, Scrum is showing the transparency different. The lean principle is passing the information through the system with the goal to get them fast out of the system. The Scrum approach is different in the way that this approach, trough its structures and Artifacts of the Backlog and the Sprint Backlog, is using an information flow, which is centered on those Backlogs. The Backlogs are functioning as information hubs. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All team members are getting their information over the Backlog. The Backlog is therefore also minimizing the amount of information that is being handed over.
The last step is to discuss how Scrum is in line with the lean project management on the level of singled principles. As shown in Table 1 most things are already covered through the discussion above. To the left in the table, global orientation is over local orientation and minimization of indirect stuff. Global orientation over local optimization is one core concept of agile approaches such as Scrum. These agile core concepts are summed in the agile manifesto: Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan. The idea of Scrum is based on market contact, be able to react on changing markets and strategies. Minimization of indirect stuff can be found fractionally in Scrum, in the way that Scrum is not actively minimizing indirect stuff but also does not require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small as possible but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Conclusion ==

As scrum is the most widely used agile framework for project management,it is surprising that there is no more detailed research in context of dependencies of Scrum and lean project management. even though both approaches are different origin they high convergence in their basis and basic disciplines. Those dependencies are opening a interesting research field. Especially that on basis missing research many organizations will not be finding Scrum as i method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, also to install a lean project management approach.

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>

The agile framework Scrum in the context of lean project management

2016-09-16T07:04:33Z

Kai:

'''Scrum''' is an agile framework, to execute product development or projects in an iterative, incremental way. <ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> <ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>Today's organizations are operating in a highly competitive and challenging market that continuously changes and require the organizations to adapt and stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. <ref name="AB">"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref> These characteristics are what make Scrum to the most widely used agile framework. <ref name="AA">Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref> Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). <ref name="AC">http://agilemanifesto.org</ref>

This article describes the Scrum framework in reference to the agile methodology. Additionally it provides an insight how Scrum is used in organizations today and finally puts the Scrum framework in the context of lean project management. To do so the lean principles of projects management will be outlines and reflect on Scrum.

== Scrum ==
[[File:AF.png|350px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]]Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. <ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref> However, the understanding of the Scrum framework has since the 1990's changed from being understood as a software developement framework to a general project management framework. Nowadays, Scrum is the most widely adopted agile project management methodology and is IT industry independent. <ref name="AB" /> <ref name="AD" />

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and that decision-making is based on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and controlling risk. <ref name="AD" />" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .<ref name="AD" /> <ref name="AA" /> Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.<ref name="AA" /> <ref name="AD" />

In relation to this, Scrum is based on the same three pillars as the empirical process control:<ref name="AD" />":

1) Transparency: Process and Obstacles during the project execution are made visible and get documented

2) Inspection: In regular intervals product-functions are delivered and the product as the process gets evaluated

3) Adaption: Specifications of the product, the plan and the process are not determined, but continuously adapted

Scrum is therefore not reducing the complexity of a project, but is structuring the project in smaller an less complex increments.

=== Scrum Roles ===
The cross-functional '''Scrum Teams''' working self organized and can choose the way to accomplish the work by it own. The functional setup of the team has to make dependencies to other functions outside the team unnecessary. Only those teams are able to offer the maximal flexibility, creativity and at the end productivity. Even though the Scrum Teams are free in their working approaches, three Scrum Roles exist and are imperative to perform. <ref name="AD" /> In contrast to traditional project management approaches, the role of a project manager does not exist. The more traditional tasks of a project manager are split up and assigned to the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of the Product Owner and the Development Team.

The '''Product Owner''' the last decision maker in concerns of the project execution, and it is therefore he or she who is responsible in terms of value / return of investment (ROI) maximization of the project. This also includes to maximize the value Development Team's work. The Product Owner is not working alone, but it is, however, the Product Owner alone who is responsible for the value of the project. <ref name="AA" /> <ref name="AD" />
Even though the Product Owner seems to represent the opinions of a committee, he or she has the final say. The main task of the Product owner is to manage the general Backlog. This can be done actively by the Product Owner or passively as the Product Owner manages the Development Team to do so. No matter how the Backlog is managed it is the Product Owner who stays responsible. It is also the Product Owner, who should optimize and push the Development Team’s performance. <ref name="AE" />

The '''Development Team''' executes the project that the Scrum Team outlines. This Team is self-organized and consists of cross-functional professionals, which offer all needed expertise to deliver the next Sprint Goal. The Development Team is empowered to work autonomous. There is no existing of sub teams in the Development Team as well as no title for the Team members; all members are referred as "Developers". As we talk about cross-functional teams, team members have primary, secondary and even more skills, but will help wherever there is work to be done. This creates a multi learning effect in the teams. In the optimal case the Scrum Team is small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint Goal.<ref name="AA" />

The '''Scrum Master''' is a service provider for the different Scrum roles and for parties outside the Scrum Teams. The Scrum Master offers different services to the different parties. One service the Scrum Master never offers is the active or passive project management. The Scrum Master's duty is to achieve a good understanding of Scrum within the Scrum Team and organization. It is the Scrum Master's responsibility that all Scrum Events attended by the necessary persons and hold efficiently. This had to be done even though the Scrum Master is not actively moderating and sometimes not even participating in the event. <ref name="AE" />

=== Scrum Values ===
Due to the fact that Scrum is an empirical approach, where self-organized teams are working towards the same goal, different values have to be shared within the Scrum Team to make Scrum work efficiently. In the Scrum guide Schwaber and Sutherland outline the following values as being necessary values for every Scrum Team member to have <ref name="AD" />:
* Commitment – personal commitment of the team member to achieve the goals
* Courage – the team member has to have the courage to do the right tasks and to work on problems;
* Focus – everybody has to focus on the Sprint and the goals
* Openness – in reference to work and performance challenges of work
* Respect – Scrum Team members respect each other as capable independent persons
According to Schwaber and Sutherland it is only if these values are shared, that an atmosphere that activates the three pillars of transparency, inspection and adaption, is possible within the Scrum Team. These three pillars are necessary for successful Scrum project management, which is why the shared values are so important.
In addition to this, it is essential that the definition of "done", when an increment is completed is understood and lived by the whole Scrum Team. Only if everybody has the same understanding of "done" the Scrum framework can be executed efficiently and without any conflicts. <ref name="AD" />

=== Scrum Events ===
Scrum is based on repeating events, which create regularity and agility in the work process. These events also minimize the need for extraordinary meetings, which are not defined in Scrum.

'''The Sprint''' is the core event of Scrum. A Sprint is maximum a four weeks long period, where an increment of the project is created. Sprints are ending on the set date, and they cannot be extended, even though the increment, often also referred as "done " is not achieved. Sprints are taking place in an iterative, cyclic way where one Sprint is followed directly by a new Sprint.
During the Sprint following Scrum Events are performed: Sprint Planning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of four weeks where, as typical for projects, something has to be created. It is important to define, what should be achieved during the Sprint before each Sprint, since the stated goal cannot be changed during the Sprint. <ref name="AA" />

Only the Product Owner can cancel a Sprint before it is over. A Sprint can only be canceled under the circumstance that the Sprint goal gets outdated. A goal can be outdated due to the organization changing its strategy or unexpected market or technology changes occur. Even if a Sprint is canceled, the temporary achievements gets reviewed and all incomplete content of the Backlog gets re-estimated.<ref name="AE" />

The Scrum Event '''Sprint Planning''' is about figuring out and outline what work has to be achieved during the Sprint. The whole Scrum Team is attending the Event to outline the plan. Event Sprint Planning has a time frame that can vary, but is capped to maximum eight hours for a four weeks Sprint. For shorter Sprints, the Sprint Planning phase is normally shorter. During the Sprint Planning two major concerns has to be answered:
1) What should and can be done in the Sprint?
2) How can it be achieved?
The major input for the Sprint Planning is the Backlog, the latest achievements, increments, and performance of the Development Team. During the Sprint Planning event the requirements of the Backlog, chosen by the Development Team, is discussed with the Product Owner. This is done in order to define the Sprint Backlog. The last step of the Sprint Planning is to design a Sprint Goal, which is an objective that will guide the work during the Sprint.
Furthermore, the Development Team has to decide how the increment should be achieved and this process is to be documented in the Sprint Backlog. In the case the Development Team finds that the chosen content of the Backlog requires too much or to less work it can renegotiate the selected content of the Backlog with the Product Owner. Before the Development Team starts working it has to reasonable explain the Product Owner and Scrum Master how it will achieve the Sprint Goal.<ref name="AD" />

The '''Daily Scrum''', as the name implies, is an iterative 15 minutes long Scrum Event that takes place every day at the same time and place. The Daily Scrum is designed to give the Development Team a chance to synchronize activities and outline a plan for the next 24 hours. The plan is created by reviewing the work that has been done since the last Daily Scrum and by forecasting what will happen until the next Daily Scrum.
Completing the Sprint Backlog is an inspection progress towards the Sprint Goal. The Daily Scrum raises the probability that the Development Team stays on track and meets the Sprint Goals. Efficiently conducted Daily Scrum makes other meetings reluctant, identifies obstacles, contributes to quick decision-making, and raises the Development Team’s knowledge level. The Daily Scrum is the key meeting during the Sprint for inspection and adaption.<ref name="AA" />

At the end of a Sprint, the '''Sprint Review''', which is an informal meeting, takes place. The Sprint Review is maximum four hours long for a four week Sprint and is attended by the Scrum Team and stakeholders. The Sprint Review is used to inspect the increment of the Sprint and discuss the achievements of the Sprint with all relevant persons. The outcome of the Sprint Review is a revised Backlog, and if needed, an adjusted overall Backlog to reach for new opportunities can be made.<ref name="AA" />

The last event is the '''Sprint Retrospective'''. The Sprint Retrospective is limited to a maximum of three hours and is used for the Scrum Team to inspect itself and improve its working procedures during the Sprints. Even tough improvements may be made during the Sprint the Sprint Retrospective is the formal event that is used to focus on inspection and improvement of the working processes. <ref name="AE" />

=== Scrum Artifacts ===

Scrum Artifacts are documents or achieved increments, which represent work or value. Scrum Artifacts are designed to have maximum transparency of information in order to make them understandable for everybody. In addition to this, transparency provides the best base to see opportunities and do inspections and adaptions.<ref name="AE" />

The general '''Backlog''' is the main document for the project and is normally an ordered list of everything that may be necessary in order to execute the project. It is also the only source for making changes to the set of requirements for the project. The Backlog is a dynamic document, which is never complete, and is used to identify constant changes in order to execute the project appropriate and useful. In the first part, the Backlog outlines the initially known and registered requirements of the project. The Backlog growths as the project and environment evolve. The Backlog monitors the progress in order to achieve the overall goals and shows the remaining work at anytime. The remaining tasks are related to when the project should be conducted. Here different forecast methods have been proven as useful, e.g. cumulative flows.<ref name="AE" />

The '''Sprint Backlog''' contains selected content of the general Backlog that has to be achieved during the Sprint. Additionally, it contains a plan of how the achieve the Increment and the Sprint Goal. The Sprint Backlog is a real-time document of the work status in the Sprint and belongs to the Development Team. It is the basis for the Daily Scrum events as the general Backlog the Sprint Backlog changes and emerges during the Sprint. It is monitoring the Sprint progress towards the Sprint Goal.<ref name="AE" />

The '''Increment''' is the sum of all achieved requirements, items, and content that has been achieved from the general Backlog in the previous Sprints. <ref name="AE" />

== Lean Project Management ==
[[File:AA.png|350px|left|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]][[File:AB.png|350px|left|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]][[File:AD.png|150px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]][[File:AE.png|150px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]]
Since the 1990's lean principles has been included in general management practices. At the same time many lean approaches have been infiltrating the project-based industries – and are still part of them today. It is visible how operations have improved through lean principles in project management and studies have shown that lean producers are also superior in context of project performance. However, there is no research that proves that lean principles in the context of project management are as superior as in the automotive industry.
As the lean principles originally are production related, they need to be transferred into the project management context. This transfer can be seen in Table 1, which illustrates that in context of lean project management the elimination of waste is the most credential. Waste caused by doubled information, stored but not processes information, caused by making mistakes without detect, and other not value adding processes should be reduced. To do so lean project management sets on transparency and multi skilled teams.
In addition to transparency, lean project management focuses on direct flow – and preferable one-piece flow. In context of the communication, the flow has to be simplified in order to avoid complexity and with that, the risk of unprocessed information. A transparent and direct information flow leads do direct processing of information and minimizes handover times. Another positive factor due to transparency is that the different stakeholders also cannot hide behind unprocessed information.
The pictures illustrate the transformation of the communication flow.
As the major aspect of lean is the ideology to eliminate waste, where everything that is not adding value is defined as waste. Table 2 is showing the transfer of the outlined seven kinds of waste of the lean thinking in its origin as well as transferred in the project management context. It shows that some lean principles do not have to be converted because they are one to one usable in project management, while other principles have to be transferred to the new context. One example is the flow of inventory and pieces through a production system to be understood as flow of information through a project.
In the lean project management theory there do exist some basic rules that should be applied in the overall project organization. As lean project management often searched for high technology solutions these applications are more related to common sense. Studies have proven that up to 90 percent of all improvements are created through common sense. The rules are:
1) Simplification - structures and processes can be unnecessary complicated and this can create too much room for interpretation
2) Task Combination - Combine tasks through cross-functional teams is eliminating transfer time and the amount of handovers of information
3) Reduce Waste - Everything not value adding should be eliminated e.g. bureaucracy

== Scrum in the context of Lean Project Management ==
This paragraph will investigate to which extend the agile framework Scrum shows convergence to lean management. Therefore Scrum with its defined structures and processes are consequently compared with the lean project management approach. The comparison will start with the general basic rules of the lean project management approach and will continuously go more in depth.

The comparison of scrum and the basic desciplins of lean project management are showing a high level of compliance. In terms of Simplification is Scrum a well structured approach with clear defined events and working phases. It is not based on maximal simplification but transparent and the Scrum Master's task is it to teach the Scrum Team. As the second basic rule of task combination can be seen as fulfilled by Scrum. As the rule states to combine task through working in cross-functional teams is Scrum completely convergent in this point. Scrum itself is not stating to have waste reduction as goal but is during it indirect through its structure. Through the maximum duration of the sprints is the amount of producable waste capped. Also is Scrum based on inspection and adaption, means as empirical approach learning from knowledge, which is transferred to the lean project management is the mission to avoid defects and mistakes.
[[File:AG.png|150px|right|thumb|Figure 2: IPM as linking element between strategy definition and project based execution.]]
As Scrum is convergent with the basic rules of lean project management, the communication especially the transfer of information will be investigated. Is the lean project management stating a transparent simplified direct information flow is Scrum showing differences. Where the lean principle is passing the information through the system with the goal to get them fast out of the system is the Scrum approach different. The Scrum approach is using trough its structures and Artifacts of the backlog and the Sprint Backlog a information flow which is centered around those Backlogs. The Backlogs are functioning as information hub. As the Sprint Backlog is a real time document and the general Backlog is re-organized after each Sprint it is a way of direct information processing. All Team members getting their informations over the Backlog. The Backlog is therefore also minimizing the amount of handovers of informations.

In the last step it is to discuss how Scrum is in line with line with the lean project management on the level of singled principles. As can be seen seen in Table 1 the most are already covered through the discussion before. Left are Global orientation over local orientation and minimization of indirect stuff. Global orientation over local optimization is core concept of agile approaches as Scrum. Those agile cores are summed in the agile manifesto:
Individuals and interactions over processes and tools;
Working software over comprehensive documentation;
Customer collaboration over contract negotiation;
Responding to change over following a plan.
It is the idea of Scrum not to lose the market contact, be able to react on changing markets and strategies and still exit valuable out in the projects. Minimization of indirect stuff can be find fractionally in Scrum, so is scrum not minimizing actively indirect stuff but also doesn't require indirect stuff through its organization. All Scrum roles have to be filled and the Development Team should be as small enough but still filled with all necessary resources. It is more the organizational structure around the Scrum team that defines the amount of indirect stuff.

== Conclusion ==

As scrum is the most widely used agile framework for project management,it is surprising that there is no more detailed research in context of dependencies of Scrum and lean project management. even though both approaches are different origin they high convergence in their basis and basic disciplines. Those dependencies are opening a interesting research field. Especially that on basis missing research many organizations will not be finding Scrum as i method to install lean project management. In contrast the comparison has show that Scrum can be a valuable framework not only to be agile, also to install a lean project management approach.

<references />
<ref name="AA" >Pete Deemer; Gabrielle Benefield; Craig Larman; Bas Vodde (December 17, 2012). "The Scrum Primer: A Lightweight Guide to the Theory and Practice of Scrum (Version 2.0)."</ref>
<ref name="AB" >"The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013</ref>
<ref name="AC" >http://agilemanifesto.org</ref>
<ref name="AD" >Ken Schwaber and Jeff Sutherland: The Scrum Guide. Abgerufen am 23. März 2014.</ref>
<ref name="AE" >What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.</ref>