The agile framework Scrum in the context of lean project management

Revision as of 16:32, 13 September 2016

Scrum is an agile framework, which allows to execute product development or projects in an iterative, incremental way. ^[1] Today's organizations are placed in a highly competitive and challenging market that continuously changes and require the organizations to adapt and to stay flexible. Scrum as agile method allows organizations to do so and is especially successful in this unique field. ^[2] This characteristics make Scrum to the most widely used agile framework. ^[1] Furthermore is Scrum deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). ^[3]

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

Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. ^[4] Since the 1990's understanding of the Scrum framework changed to 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. ^{[2] [5]}

Scrum methodology is based on empirical process control theory. Empiricism, and so Scrum, assumes that knowledge is gained from experience and decision making is made on known knowledge. Therefore, Scrum is an circular and incremental methodology following the goal to optimize planing capability and control risk. ^[5] Scrum is performed by cross-functional teams, which work in Sprints, cycles of work.^{[5] [1]} Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.^{[1] [5]}

In connection, Scrum is based on same three pillars as empirical process control^[5]: 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 not reducing the complexity of an project, but structures the project in smaller an less complex increments.

History of Scrum

Scrum was mentioned for the first time in the Harvard business Review article “New New Product Development Game” from 1986. In this article Takeuchi and Nonaka compared the work processes in high-performing and cross-functional teams with the scrum formation used in Rugby. ^[6]

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 are designed 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 are existing and are imperative to perform. ^[5]

The Product Owner is responsible in terms of value / return of investment (ROI) maximization of the project. This includes also to maximize the value of the work of the Developement Team team. Even though the Product Owner is not working alone, the Product Owner is alone responsible for the value of the project. ^{[1] [5]} However the product owner seems to represent the opinions of committee it is only one person. the main task of the Product owner is to manage the Product / Project Backlog. this can be done activly by the product owner or passivly as the product owner manages the Development team to do so. Independent how the Back log is managed the Product Owner stays responsible.

Scrum Values

Scrum Building Blocks

Scrum Documents

Agile Methodology

Agile Methodology and Scrum in Practice

Scrum in the context of Lean Project Management

1. ↑ ^{1.0 1.1 1.2 1.3 1.4} 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)."
2. ↑ ^{2.0 2.1} "The State of Scrum: Benchmarks and Guidelines. How the world successfully applying the most popular Agile approach to projects." ScrumAlliance. 2013
3. ↑ http://agilemanifesto.org
4. ↑ "What is Scrum?". What is Scrum? An Agile Framework for Completing Complex Projects - Scrum Alliance. Scrum Alliance. Retrieved 24 February 2016.
5. ↑ ^{5.0 5.1 5.2 5.3 5.4 5.5 5.6} "Mary Poppendieck, Tom Poppendieck: Lean Software Development: An Agile Toolkit", Addison-Wesley, Upper Saddle River, 2003.
6. ↑ "The New New Product Development Game“. Cb.hbsp.harvard.edu, 1. Januar 1986.

^{[1] [2] [3]}