The agile framework Scrum in the context of lean project management
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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" /> | 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. | + | 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. | + | 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 === | === 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: | + | 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 | * 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; | * Courage – the team member has to have the courage to do the right tasks and to work on problems; | ||
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* Respect – Scrum Team members respect each other as capable independent persons | * 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. | 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. | + | 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 Events === | ||
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'''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. | '''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. | + | 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. | + | 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: | 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: | ||
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2) How can it be achieved? | 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. | 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. | + | 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. | 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. | + | 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. | + | 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. | + | 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 === | ||
Revision as of 08:54, 16 September 2016
Scrum is an agile framework, to execute product development or projects in an iterative, incremental way. [1] [2]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. [3] These characteristics are what make Scrum to the most widely used agile framework. [1] Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001). [4]
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 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. [2]" Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, .[2] [1] Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.[1] [2]
In relation to this, Scrum is based on the same three pillars as the empirical process control:[2]":
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. [2] 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. [1] [2] 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. [5]
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.[1]
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. [5]
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 [2]:
- 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. Cite error: Closing </ref> missing for <ref> tag [3] [4] [2] [5]
Cite error:
<ref> tags exist, but no <references/> tag was found
