Scrum facts and figures en
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This document discusses agile project management methods like Scrum. Scrum is a framework for managing complex projects using short development iterations, regular team meetings, and emphasis on collaboration between self-organizing teams and product owners. The document outlines Scrum roles, artifacts, and meetings and notes research finding benefits like improved productivity, quality, and customer satisfaction when using agile methods like Scrum compared to traditional project management approaches.
Scrum facts and figures en
- 2. Application of the japanese „lean“ concept on project management Self organised teams, close collaboration of clients -developers Bottom-up corporate development Agile methods: Scrum, Kanban, Scrumban, Extreme Programming, etc. Most popular agile method: Scrum
- 3. Scrum is … An agile management framework A method of management for complex projects (inspect & adapt) A lean, agile process for project management especially in software development (ca. 75%) IT projects are growing up…
- 4. „Classical“ waterfall methods in project and development steering are not functioning as desired End-to-end planning is effecting negatively on flexibility, goal orientation and the final product With standardised methods, budget and time frames cannot be met on a regular basis…
- 5. Simple rules A few roles Several meetings Some artefacts/tools Iterative approach Self organising, interdisciplinary teams Scrum is.. A simple framework, which is not that easy to execute…
- 6. 6 Roles: Product Owner Team (Developers) Scrum Master Manager Customers User 7 Artefaktes: Product Backlog Release Burndown Sprint Backlog Sprint Burndown Impediment Backlog Potentially Shippable Code Burndown Charts 5 Meetings: Release Planning Sprint Planning Meetings 1+2, Daily Scrum Sprint Review Sprint Retrospective
- 7. Lean Planning Phase: Product Vision-> Release-Planung-> Product-Backlog Product Vision: Idea of a product, which inspires Strategical planning phase: content of the release plan The product backlog: fixing of product features
- 8. Bottom-up corporate development Exchange in meetings Sprint Planning Meeting 1+2 Daily Scrum- Daily meeting, overview of the progress of each team member Sprint Review: presentation of work results Sprint Retrospective: Ideas of improvement
- 9. Shortening of the „time-to-market“ Need for reduced time and budget in projects Improvement of productivity Alignment of IT to the organisation´s KPIs Improved software quality Increased project transparence Optimised team collaboration Improved communication, within the team and to the outside Increased customer satisfaction
- 10. Employee Survey at Allianz, Germany: The effect of Scrum was: Improvement of customer satisfaction 63% Improved quality 57% Increased transparency 91% Would again decide for Scrum 82%
- 11. According to statistics, only 5% of all agile users do not see significant improvements of results and efficiency Users of agile methods have been more successful in companies within the last 3 years than users of standard PM methods. Users of agile methods rate scrum practices better than users of standardised PM methods
- 12. Client Contact Projects with direct client contact several times a week have been significantly more succesful than others „Business people and developers must work together daily throughout the project“ (Agile Manifest) Flexibility Reaction on change is given more emphasis than following of a pre-set plan Speed Delivery of functioning software on a regular basis within a few weeks and months with focus on prioritising the shorter time frame
- 13. Focus: Employee Build up projects around motivated individuals and provide them with the environment and support they need. Trust, that they will manage the tasks you give them. Team Meetings On a regular basis, the team reflects, how it can work more effectively and can adapt behavior accordingly Sustainability Agile processes promote sustainably development. The customer, developer and user should maintain a steadily pace.
- 14. How can I affect a team to deliver excellent work? Agile management -> focus on value creation, not adaptation Working in self organised teams, benefit from the brain power of all members The result: „Cultural Change“ within the organisation An organisationwide change process is starting - > the company is on the way to an agiel organisation
- 15. Sonja Uhl sonja.uhl@mbo-consulting.eu MBO Consulting Altheimer Eck 11 80331 München Tel. +49 (0) 89 1250 9223-0