Why use the Scrum framework for your projects?

The Scrum framework is a popular way of working and is widely used in software projects and companies.

More and more people are getting certified as a Certified Scrum Master. Scrum consists of three roles – Scrum Master, Product Owner, and Developers. Reference: “When and why to use Scrum for your projects”,

Possible reasons for an organization to decide to implement the Scrum framework, in my opinion, are:

Shortening the time to achieve a result and added value to the developments, through continuous adaptation of the teams to frequent changes in the internal and external conditions of the business environment.

Deliver optimization/increase product value by fostering agility in teams.

Stimulation of effective communication in working groups and between interested parties, with the aim of faster and successful resolution of difficulties that have arisen. Reference: “Why use the Scrum framework for your project and organization“,

Search for alternative approaches and solutions in project-critical situations with the help of discussions and continuous debriefing of the results

Encouraging collective action and teamwork within the organization

“Sharding” tasks and development stages to spread them evenly and deliver value at frequent intervals.

Continuous control of the team’s activity and analysis of errors, through retrospection and review of the results and the tools, used.

More dynamic decision-making and encouraging the giving of ideas and suggestions from employees.

I could hardly list all the possible reasons, but in general, organizations would prefer the Scrum approach when they seek to be more agile in new product delivery and decision-making and need to make frequent changes over time. the stages of the project.

Scrum also encourages getting feedback from participants, which increases their engagement in tasks and decision-making, as well as in generating ideas. Of course, one must always keep in mind the extent to which the type of organization and production/product specificities require or allow the application of this framework.

When not to use the Scrum framework

Possible reasons for not implementing Scrum are:

Specific processes that do not allow the application of an agile management and development model – Delegating control and responsibility over projects/processes in the hands of fewer people in senior management positions that apply a rather unilateral decision-making model ( from top to bottom). Reference: “What are the responsibilities of the Scrum Master?“,

Too strict rules and work manuals that do not allow the implementation of quick alternative solutions and the delivery of a result

The reluctance of senior management to ensure transparency in all processes and developments for objective and subjective reasons

Specifics of the technologies used in the organization and product/production cycle, for which different management and development models are valid, not coinciding with those applied by the Scrum framework. Reference: “When to use the Scrum framework in your projects“,

Difficulties in implementing Scrum

Difficulties can be the following from the perspective of senior management:

Insufficiently qualified and motivated employees.

An insufficient number of employees and a large number of tasks of a different nature were delegated to a small number of participants.

Lack of information in the organization to implement the Scrum framework and specialists to implement it.

Specifics of process technology that do not allow flexible decision-making models and frequent changes within new projects/developments, as well as planning the realization of a product in the short term. Source: “Reasons for using the Scrum framework for the organization’s projects“,

In practice, it should be possible in any organization to approach the Scrum framework, with the proviso that the degree of application and the units where it can happen most effectively are different.

In my opinion, it is easier to use on a large scale for technology, finance, marketing, and innovation companies that develop dynamically, processes allow for quick adaptation and teams are small. Check reference: “Why apply Scrum to your company projects“,

Specific, for example, will be the application for large production organizations, where the planning process is long and limited by technological and institutional requirements, as well as for government structures, medical facilities, etc., where a large number of people are employed and the processes are not so flexible.

2 replies on “Why use the Scrum framework for your projects?”

The reason an organization decides to include Scrum in its production processes is to give more value to its products, by improving management efficiency, improving the environment and working techniques. All this is possible through Scrum and its “Pillars of Scrum”.
Companies that decide to implement Scrum know that it will make it easier for the participants to inspect the current state of the processes, they will be able to detect problems and adapt improvements.

The possible reasons why an organization does not incorporate Scrum into its production processes is the misunderstanding of Scrum. On the other hand, a possible reason could also be that the work model is non-adaptive and flexibility is not applicable, such as the implementation of software in the public administration.

The majority of senior managers, once they reach this position, the last thing they imagine is giving up power and delegating authority and an environment for the expression of creativity to other people.
To reach the third pillar of Scrum – Adaptation, it is necessary for the team to have delegated authority to self-manage and implement changes. Without these functions, Scrum would not make sense in the organization.

“Sweeping problems under the carpet” is a common phenomenon in organizations. There, transparency and discussing problems is a “dirty” process. People who would take positions of Scrum Master would be enemies of the “pet” developers.

Here comes the problem of not understanding that Scrum was created to help them improve both work processes and product quality, leading to greater product value.

Having a clear vision, mission and values, an organization should understand the need to be best in class. The construction of a development strategy, as well as its implementation and application, impose Scrum and its rules and ideas as a tool, thanks to which the desired results (short-term, subsequently long-term) will be achieved.
In order to achieve the desired results, an organization cannot rely solely on a well-structured plan and action steps. The dynamic micro and macro environment constantly impose high levels of adaptability in order to improve the production processes leading to the achievement of the ultimate goal, namely the implementation of the set strategy. The Scrum approach enables this level of high adaptability. The ideas and processes that the Scrum approach traces are fundamental to improving the product/service, which in turn leads to an increase in its/its value. Every organization strives to have high levels of culture in end customer satisfaction, understanding and continuous care. Every organization strives to deal quickly, efficiently and smoothly with the competition, competing products/services. Every organization strives to prevent some unfortunate reactions, consequences, thereby reducing the degree of risk it shares in its production processes. Less waste, more effective solutions, fast and timely response, adaptive approach, continuous improvement (including learning of new work habits and culture by the team), increased value – all this is Scrum.

Possible reasons why an organization would purposefully not decide to incorporate Scrum into its production processes:

misunderstanding the rules and ideas of Scrum; incl. reluctance to allow the Scrum team freedom of action;
a sense of threat that execution control should be given to the Scrum team;
underestimation of the micro and macro environment; misunderstanding the opportunities and threats, strengths and weaknesses that the dynamics of life bring with them and how this affects production processes;
incorrect determination of long-term goals and results, incl. neglecting short-term ones.

Possible difficulties of the organization (at the top management level) in implementing Scrum:

the creation of a team professing the rules and ideas of Scrum, possessing work discipline and culture in the process of applying Scrum; The relinquishment of control in the implementation of the development strategy;
achieving/learning a high degree of adaptability; timely dealing with obstacles and challenges on a daily basis in order to achieve a high-value bottom line; The correct understanding of the ‘high value’ of the product/service by the Scrum team. The desire for daily improvement and belonging to the organization;
the timing of the Scrum implementation tied to the risk the organization as a whole will take – will it lose a customer(s); will it decrease in value; will it delay the timeline for achieving the goal/implementation of the strategy.

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