The Scrum framework
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| − | In the complex technology and business world we live in today, there is a need for project management practices that can be considered flexible. When looking at for example product development, timing plays a huge role. Companies face growing pressure in delivering their products quickly to the market. This pressure can result in many uncertainties and increases the rates of failures. These uncertainties can be linked to traditional project management methods being applied, where deterministic practices are being used. This can lead to companies not being able to evolve quickly or inexpensively enough when nearing the end of the development lifecycle. With the product development example in mind the ultimate goal is to deliver great customer value, Agile practices do that by constantly seeking involvement in the product development e.g. from the customer. Getting validation, and evaluating if what is being made is meeting the set business case. ( | + | In the complex technology and business world we live in today, there is a need for project management practices that can be considered flexible. When looking at for example product development, timing plays a huge role. Companies face growing pressure in delivering their products quickly to the market. This pressure can result in many uncertainties and increases the rates of failures. These uncertainties can be linked to traditional project management methods being applied, where deterministic practices are being used. This can lead to companies not being able to evolve quickly or inexpensively enough when nearing the end of the development lifecycle. With the product development example in mind the ultimate goal is to deliver great customer value, Agile practices do that by constantly seeking involvement in the product development e.g. from the customer. Getting validation, and evaluating if what is being made is meeting the set business case <ref name="Highsmith"> Highsmith, J. (2009). '' Agile Project Management: Creating Innovative Products'' (2nd ed.). Addison-Wesley Professional.</ref>. |
| − | Even though in many cases the success of the project or the real benefits can‘t be seen until the project has been finalised, then it can be considered an advantage for project that are being manage with agile approaches that this constant validation, and close relationship with the stakeholder will result in target benefits being met <ref name="PMBOK"> Project Management Institute, Inc.. (2017). ''A Guide to the Project Management Body of Knowledge (PMBOK Guide)(6th ed.) | + | This business case sets the objectives and success criteria for the project. In agile project management this validation is done more often. |
| + | Even though in many cases the success of the project or the real benefits can‘t be seen until the project has been finalised, then it can be considered an advantage for project that are being manage with agile approaches that this constant validation, and close relationship with the stakeholder will result in target benefits being met <ref name="PMBOK"> Project Management Institute, Inc.. (2017). ''A Guide to the Project Management Body of Knowledge (PMBOK Guide)''(6th ed.). Project Management Institute, Inc (PMI).</ref>. | ||
Scrum is an Agile project Management framework, where projects are managed in short sprints or iterations. The control or project management is moved from the traditional central scheduling to the teams itself. Where individuals closer to the actual work take charge of the decision making. With this frameworks the feedback loop between customers and developers is much shorter, the progress is visible, inspections are done constantly and adaptations done when needed. <ref name="Schwaber">Schwaber, K. (2004).'' Agile Project Management with Scrum'' (Developer Best Practices) (1st ed.). Microsoft Press. </ref>. This is especially important in complex projects where companies have to be able to adjust to changes in scope or specifications. From that perspective it can be said that the Scrum framework is the opposite to deterministic project management approaches where detailed plans are being done with, e.g. work schedules and Gantt charts. (reference 2) | Scrum is an Agile project Management framework, where projects are managed in short sprints or iterations. The control or project management is moved from the traditional central scheduling to the teams itself. Where individuals closer to the actual work take charge of the decision making. With this frameworks the feedback loop between customers and developers is much shorter, the progress is visible, inspections are done constantly and adaptations done when needed. <ref name="Schwaber">Schwaber, K. (2004).'' Agile Project Management with Scrum'' (Developer Best Practices) (1st ed.). Microsoft Press. </ref>. This is especially important in complex projects where companies have to be able to adjust to changes in scope or specifications. From that perspective it can be said that the Scrum framework is the opposite to deterministic project management approaches where detailed plans are being done with, e.g. work schedules and Gantt charts. (reference 2) | ||
Revision as of 10:20, 14 February 2021
Contents |
Abstract
In the complex technology and business world we live in today, there is a need for project management practices that can be considered flexible. When looking at for example product development, timing plays a huge role. Companies face growing pressure in delivering their products quickly to the market. This pressure can result in many uncertainties and increases the rates of failures. These uncertainties can be linked to traditional project management methods being applied, where deterministic practices are being used. This can lead to companies not being able to evolve quickly or inexpensively enough when nearing the end of the development lifecycle. With the product development example in mind the ultimate goal is to deliver great customer value, Agile practices do that by constantly seeking involvement in the product development e.g. from the customer. Getting validation, and evaluating if what is being made is meeting the set business case [1]. This business case sets the objectives and success criteria for the project. In agile project management this validation is done more often. Even though in many cases the success of the project or the real benefits can‘t be seen until the project has been finalised, then it can be considered an advantage for project that are being manage with agile approaches that this constant validation, and close relationship with the stakeholder will result in target benefits being met [2].
Scrum is an Agile project Management framework, where projects are managed in short sprints or iterations. The control or project management is moved from the traditional central scheduling to the teams itself. Where individuals closer to the actual work take charge of the decision making. With this frameworks the feedback loop between customers and developers is much shorter, the progress is visible, inspections are done constantly and adaptations done when needed. [3]. This is especially important in complex projects where companies have to be able to adjust to changes in scope or specifications. From that perspective it can be said that the Scrum framework is the opposite to deterministic project management approaches where detailed plans are being done with, e.g. work schedules and Gantt charts. (reference 2)
Background
Application
Scrum roles
Scrum has three roles: The ScrumMaster, Product Owner and the Team.
o ScrumMaster o Product Owner o Team
Application
Benefits
Limitation
Conclusion
Annotated bibliography
References
- ↑ Highsmith, J. (2009). Agile Project Management: Creating Innovative Products (2nd ed.). Addison-Wesley Professional.
- ↑ Project Management Institute, Inc.. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide)(6th ed.). Project Management Institute, Inc (PMI).
- ↑ Schwaber, K. (2004). Agile Project Management with Scrum (Developer Best Practices) (1st ed.). Microsoft Press.
