Scrum is an agile framework to manage software development with the help of a self-organizing, cross-functional team. In a scrum project management, progress takes place through a series of timeboxed sprints for less than a month.
In this article at PM Times, Lev Barbalat explains the risks of scrum adoption in project management. He shares a personal experience through a case study to establish better understanding.
An Instance for Learning
The author recollects a project when his team was asked to deliver a tailored product in three months to a big client. With a short deadline to perform a massive task and half of the development team working from remote locations was challenging. The alliance of the development team was essential for timely product delivery. Hence, he decided to take a partial scrum approach.
Each sprint was divided as per the project functionality within the preferred phase. The team members were not authorized to modify the sprint scope, but only the project and development managers could add in rare circumstances. Completion of each sprint gave them clarity over project estimation, length, and the possibility of successful project delivery.
The project manager played the roles of scrum master and product owner in each of the sprints to save time. The approach was not ideal, but it allowed enough decision-making, collaboration, and transparency within the teams. The experiment worked in the team’s favor as the project got accomplished seamlessly.
An online tool, ‘Atlassian Jira,’ helped in managing user stories. However, the author suggests any tool is helpful if the users keep these points in mind while choosing them:
- Use an online resource that is always updated.
- Ensure authorization and no new task appear abruptly in the sprint.
- Make sure everyone using the tool is familiar with the ‘rules of usage’.
Click on the following link to read the original article: https://www.projecttimes.com/articles/scrum-flavored-project-management.html