The agile framework Scrum in the context of lean project management

Scrum is an agile framework, to execute product development or projects in an iterative, incremental way. 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. These characteristics are what make Scrum to the most widely used agile framework. Furthermore, Scrum is deeply connected with the agile methodology, which is summarized in the "agile manifesto" (2001).

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

Figure 2: IPM as linking element between strategy definition and project based execution.

Scrum is originally an iterative and incremental agile software development procedure model to manage the product development process. However, the understanding of the Scrum framework has since the 1990's changed 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.

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. " Scrum is performed by cross-functional teams, which work in cycles of work - Sprints, . Those cross-functional teams have to perform different Scrum Roles, Scrum Events and Scrum Artifacts to follow the Scrum framework.

In relation to this, Scrum is based on the same three pillars as the empirical process control:":

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. 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. 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.

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 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.

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 :

• 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.