SCRUM - A Project Management Framework
(→Abstract) |
(→References) |
||
| Line 37: | Line 37: | ||
SCRUM.org. Retrieved from [https://www.scrum.org/] | SCRUM.org. Retrieved from [https://www.scrum.org/] | ||
| − | |||
| − | |||
Revision as of 13:45, 14 February 2021
SCRUM - A framework for managing projects in an agile way.
Contents |
Abstract
In a ever-changing world that is getting more and more complex, the art of project management is becoming harder to control due to uncertainty and the speed in which requirements and demand change. Standard ways of planning a project, such as the Waterfall model may not be applicable today. To accommodate this issue, SCRUM can be used because it embraces agility and a fast pace. SCRUM is an adaptive project management framework that relates to the project and development life cycles in the PMI standard[1]. Even though SCRUM is applicable for both project, program and portfolio management, this article will focus solely on SCRUM as a project management framework and the implementation of SCRUM.
The SCRUM framework was developed in the early 1990's by Ken Schwaber & Jeff Sutherland and has roots in software development[2]. Today, SCRUM is one of the most popular ways of becoming Agile[3] and widely used for various projects.
Continuous improvement, Transparency, Early adoption, Embracing change
The great benefit of using the SCRUM framework is that you get a focused and high-pace project that is executed in iterations, which accommodates the complexity of the project and ensures that changes to the project plan always can be made. By following the Scrum rules and structure the project will be able to deliver more frequently, with higher value and better outcomes (scrum.org) but only by close collaboration between the Product Owner (PO), Scrum master (SM) and the self-organizing Development Team (DT). Other than the roles, the framework consists of events, and artifacts. The events are Sprints, Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective and the artifacts (or documents) product backlog, sprint backlog and burndown chart. The framework is applied in complex projects which are suitable for an agile way of working, and working in iterations (sprints) to obtain increments during the project. By working incrementally, the team can learn from previous sprints to optimize the next and the product may be ready for release earlier than first anticipated. SCRUM has limitations by being non-applicable to 'buisness-as-usual' projects, potential scope creep due to an indefinite end-date, implementation in large teams is challenging etc.
Main idea
Purpose of the framework.
Application
Where to use SCRUM. Which projects can benefit from using SCRUM. When and who.
Limitations
SCRUM is extending the current practice of project management but cannot always be applicable. Explain where not to use SCRUM.
Annotated Bibliography
1. Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management This standard describes the official PMI standard of project management, and is extensively acknowledged in the circles of project management.
2. The Scrum Guide (2020) The Definitive Guide to Scrum: The Rules of the Game. Ken Schwaber and Jeff Sutherland. Retrieved from https://www.scrumguides.org/ This is the official Scrum guide, written by the two founders of SCRUM, Ken Schwaber and Jeff Sutherland. The guide is continously updated as new research becomes relevant and the latest edition from November 2020 is used.
References
- ↑ Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management
- ↑ The Scrum Guide (2020) The Definitive Guide to Scrum: The Rules of the Game. Ken Schwaber and Jeff Sutherland. Retrieved from https://www.scrumguides.org/
- ↑ Bibik I. (2018) Agile Scrum Deep Dive. In: How to Kill the Scrum Monster. Apress, Berkeley, CA. Retrieved from https://doi.org/10.1007/978-1-4842-3691-8_3
SCRUM.org. Retrieved from [1]
