The Scrum framework
| Line 10: | Line 10: | ||
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>. | 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 | + | 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 the use of e.g. Gantt charts and work schedules. These traditional planning methods use a bottom-up method where the requirements are set and based on the scope the tasks are constructed. In comparison to Agile practices the planning method is based on a Top-Down approach <ref name="Sliger"> Sliger, M. (2011). ''Agile project management with Scrum.'' Paper presented at PMI® Global Congress 2011—North America, Dallas, TX. Newtown Square, PA: Project Management Institute. </ref>. |
== Background == | == Background == | ||
It was in 2001 that the Agile Manifesto where a group of 17 people which called themselves the ''The Agile Alliance'' met and from that meeting the ''Manifesto for Agile Software Development'' emerged "<ref>Manifesto, ''Agilemanifesto.org ''Highsmith, J. (2001) ''History: The Agile Manifesto'', (Accessed on 12th of February), </ref>. It can be said that these men started an Agile movement. When signing the Agile Manifesto you agree to follow a couple of principles as e.g. ''Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.'' (Addresses how projects are manage all the way through the life cycle); ''Business people and developers must work together daily throughout the project'' (Addresses how Stakeholder management/involvement is); ''Build projects around motivated individuals. Give them the environment and support they need, | It was in 2001 that the Agile Manifesto where a group of 17 people which called themselves the ''The Agile Alliance'' met and from that meeting the ''Manifesto for Agile Software Development'' emerged "<ref>Manifesto, ''Agilemanifesto.org ''Highsmith, J. (2001) ''History: The Agile Manifesto'', (Accessed on 12th of February), </ref>. It can be said that these men started an Agile movement. When signing the Agile Manifesto you agree to follow a couple of principles as e.g. ''Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.'' (Addresses how projects are manage all the way through the life cycle); ''Business people and developers must work together daily throughout the project'' (Addresses how Stakeholder management/involvement is); ''Build projects around motivated individuals. Give them the environment and support they need, | ||
| − | and trust them to get the job done'' (<ref name="Manifesto">. This describes well how stakeholder involvement is seen | + | and trust them to get the job done'' (<ref name="Manifesto">. This describes well how stakeholder involvement is seen. |
== Scrum roles == | == Scrum roles == | ||
| Line 24: | Line 24: | ||
*ScrumMaster makes sure that everyone within the Scrum team knows the the principles of Scrum and makes sure that everyone follows them. Another key role of the ScrumMaster is to remove any obstacles that might come their way, ensuring that the team can complete their work. The ScrumMaster is a role that is often filled by a project manager, however the ScrumMaster should not manage or define the work. The ScrumMaster should be managing the Scrum process, making sure that everyone is one the same page. As Ken Schwaber describes so well by comparing ''a ScrumMaster to a sheepdog, responsible for keeping the flock together and the wolves away''<ref name="Schwaber"/>. | *ScrumMaster makes sure that everyone within the Scrum team knows the the principles of Scrum and makes sure that everyone follows them. Another key role of the ScrumMaster is to remove any obstacles that might come their way, ensuring that the team can complete their work. The ScrumMaster is a role that is often filled by a project manager, however the ScrumMaster should not manage or define the work. The ScrumMaster should be managing the Scrum process, making sure that everyone is one the same page. As Ken Schwaber describes so well by comparing ''a ScrumMaster to a sheepdog, responsible for keeping the flock together and the wolves away''<ref name="Schwaber"/>. | ||
| − | *The Scrum team is a cross functional team, that is self organising and self managing. Where the latter is key as Scrum teams should not be managed rather they are responsible for managing their own work and making sure that the job gets done during each sprint <ref name="Schwaber"/>. It could be described as the team owns ''how'' it chooses to get the job done e.g. the functionalities. In comparison to the Product Owner that owns ''what'' should be done <ref name="Schwaber"/>. The Scrum team is a relatively small, and usually consists of 5-9 people. <ref name="Sliger" | + | *The Scrum team is a cross functional team, that is self organising and self managing. Where the latter is key as Scrum teams should not be managed rather they are responsible for managing their own work and making sure that the job gets done during each sprint <ref name="Schwaber"/>. It could be described as the team owns ''how'' it chooses to get the job done e.g. the functionalities. In comparison to the Product Owner that owns ''what'' should be done <ref name="Schwaber"/>. The Scrum team is a relatively small, and usually consists of 5-9 people. <ref name="Sliger"> |
(reference https://www.pmi.org/learning/library/agile-project-management-scrum-6269) | (reference https://www.pmi.org/learning/library/agile-project-management-scrum-6269) | ||
Revision as of 21:25, 14 February 2021
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 the use of e.g. Gantt charts and work schedules. These traditional planning methods use a bottom-up method where the requirements are set and based on the scope the tasks are constructed. In comparison to Agile practices the planning method is based on a Top-Down approach [4].
Background
It was in 2001 that the Agile Manifesto where a group of 17 people which called themselves the The Agile Alliance met and from that meeting the Manifesto for Agile Software Development emerged "[5]. It can be said that these men started an Agile movement. When signing the Agile Manifesto you agree to follow a couple of principles as e.g. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. (Addresses how projects are manage all the way through the life cycle); Business people and developers must work together daily throughout the project (Addresses how Stakeholder management/involvement is); Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done (Cite error: Closing </ref> missing for <ref> tag
Cite error:
<ref> tags exist, but no <references/> tag was found
