The agile framework Scrum in the context of lean project management

Revision as of 10:26, 14 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]In contrast to traditional object management approaches, the role of a project manager is not existing. The more traditional tasks of a project manager are split up and assigned the three Scrum Roles, where the most management related tasks can be find in the Scrum Roles of Product Owner and the Development Team.

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 actively by the product owner or passively as the product owner manages the Development team to do so. Independent how the Backlog is managed the Product Owner stays responsible. Main tasks of managing the Backlog are:

- clear outlines of Backlog content

- Ordering and prioritizing of Backlog content to achieve the goals and missions effective and efficient

- continuous re-prioritizing

- Ensuring that the Backlog content is transparent, understandable and visible for all Scrum team members

- Shows what is the Scrum teams next task

- Optimizing the Development Team performance

At the end is the Product Owner the instance that set the requirement and tasks for the Development Team. the Development Team is not allowed to act after somebody else comments.

The Development Team executes the project that the Product Owner 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 where work is to do. This creates a multi learning effect in the teams. In the optimal case the small enough to stay flexible and big enough to contain all necessary skills to complete the Sprint goal.

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 can help the Product Owner for example to structure the Backlog effective, create understanding for a clear backlog and agility. Some examples how the Scrum Master can serve the Development Team are for example self-organization, facilitating Scrum Events. In the organization the Scrum Master mainly provide a deep understanding of Scrum, when interaction with Scrum teams is helpful and when disturbing, etc.

Scrum Values

Throughout Scrum is a empirical approach where self-organized teams working towards the same goal different values have to be shared within the the Scrum Team to make Scrum working efficient. In the Scrum guide Schwaber and Sutherland outlining the values :

-commitment, personally commitment of the Team member to achieve the goals;

-courage, have the courage to do the right tasks and to work on problems;

-focus, all 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 person;

as necessary values to live by the every Scrum Team member. Only if those values are shared it creates a atmosphere within the Scrum Team that activates the three pillars of transparency, inspection and adaption, which are necessary for successful Scrum project management.

Scrum Events

Scrum is based on repeating events, those itself circular repeating events create regularity in the work process and agility at the same time. Also is it minimizing the need for extraordinary meetings which are not defined in Scrum. the event "The Sprint" has a superior role of the events, because it is itself a box which contains the other events. So is the sprint the only event that cannot be prolonged or shortened after the start. where all the other events follow the rule that they end if the purpose is achieved and it is ensured enough time had been spent on it, without creating waste in the process.

The Sprint as mentioned before is the core event of Scrum. A Sprint is maximum 4 weeks long period, where an increment of the project is created. Scrums are ending on the set date, 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 following directly on the finished one. During the Sprint following Scrum Events are performed: Sprint Palnning, Daily Scrums, Development Work, Sprint Review and Sprint Retrospective. Sprints can be considered as independent projects with a maximum duration of for weeks, where as in any project something has to be created.

Scrum Documents

Workflow

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]}