Reasons for using the Scrum framework for the organization’s projects

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Scrum is a framework that has become a benchmark in software companies. Although Scrum is not a project management methodology, many people believe in it. And somehow they successfully execute and complete their projects using Scrum, and instead of a project manager, they have Scrum Master and Product Owner.

Let me tell you about the idea of ​​integrating Scrum into our organization. Our values ​​are the most important thing that sets us apart from others, namely: loyalty, flexibility, and expediency. Reference: “Why do you want to be a Scrum Master?“, https://www.mu7club.com/why-scrum-master/ As you know very well, to remain not competitive, but to be leading leaders in our field, requires adaptation to innovation and the ability to move along with such an active and dynamic market.

As in this case, it is even important in a sense to shape it with our ideas. And that means accepting the unacceptable, being open to criticism, willingness to adapt, and, of course, flexibility. To cope with this considerable responsibility, we need the means to ensure our great success. Notice my words: we are not talking about guaranteed success, but about percentage success.

The problem with traditional management practices is that everyone wants something certain, guaranteed, and completely safe. Well, there’s nothing wrong with that – it never happens. Life is not so arranged first. It’s all about evolution – the ability to adapt and survive. That is why people need to understand this and focus not on something fixed, but to have a mutual goal with a common good and a sense of contributing to it. What’s more – they want to see it visually and feel it subconsciously – that’s exactly what Scrum is.

How is Scrum changing the business?

Employees, who are the core of the business, will become much more responsible and will not need constant supervision, control, and “orders”. Processes will become much more automated and documentation will be kept to a minimum, saving valuable time. People and relationships will be more important than processes. Reference: “Scrum Master and their relationship with the team and stakeholders“, https://www.islandjournal.net/scrum-master-role-relationship-team-stakeholders/

The working product will be in front of the annoying and slow documentation. Constant communication with customers will replace the need for unnecessary renegotiation of contracts. It will be much easier for us to respond to change than to follow a straightforward and fixed plan. Or summed up in one sentence: people will be in the foreground. Reference: “When to use the Scrum framework in your projects“, https://www.muzonet.com/when-to-use-the-scrum-framework-in-your-projects/

And as I mentioned at the beginning of the conversation, they are the core of the company. When they are satisfied, happy and calm at work, they will not think about how to skate, waste their time, or “hate” their work. On the contrary, they will be happy to contribute together to a common good, which will ultimately bring them superlatives on a professional (and even personal) level.

Should we expect problems or costs because of Scrum?

As I have already mentioned, the words “promised”, “guaranteed” and “certain” are not constructive. They are a mental and longed-for concept in the mind of the one who does not want to take responsibility and risk. And you know that success comes only then. Success is not guaranteed. It is the fruit of consistency, perseverance, faith, and courage. Reference: “Scrum Master explains the roles to colleagues in the Scrum project“, https://securityinformationeventmanagement.com/scrum-master-explains-the-roles-to-colleagues/

So, even if there are unforeseen things, and there will be such things, this is exactly the purpose – not to avoid them, but to find a solution to improve them. And the other important thing in scrum is the word problem. It has been replaced by opportunity, situation, etc.

In terms of costs, there would not be much difference with the current structure. Of course, this is already an issue that should be discussed with the board of directors, as well as with representatives of the finance department. Reference: “Why do you want to be a Scrum Master?”, https://ossalumni.org/why-do-you-want-to-be-a-scrum-master/

Why is there no project manager at Scrum?

I guess with my clarifications on the subject so far, this question has already been answered on its own. But I will summarize it anyway. The project manager is not a redundant or mandatory position. Reference: “Scrum Master instead of project manager”, https://60yearsnato.info/scrum-master-instead-of-project-manager/

It simply follows a more traditional and linear model that the scrum does not need. “People look at themselves without the need for someone to supervise them” – if I may say more slang. And as for the documentation of processes, as we have already discussed – reducing such will eliminate the need for such. Of course, if you are very fond of one, it would not be a problem, to begin with.

References

Scrum leads to increased business value

Scrum says it has business value. But in itself, this “project management” approach cannot do this without the teams having the necessary qualities.

Necessary qualities of the Scrum team

  • Expediency: to pass the already established rules and norms quickly
  • Focus: stay focused on your work without being distracted
  • Patience: due to the monotony of the processes it is possible to lose motivation or get nervous – so it is important to be patient and calm to perform their duties (which are not or are only slightly variable)

Actions of managers for increased business value

  • Accuracy: without making simple and trivial mistakes
  • Predictability: the ability to anticipate obstacles ahead and correctly assess factors such as time, budget, materials, requirements, laws, staff.
  • Urgency: to stand up for what has already been decided and not to put up with change.

Support from the organization

  • Timely provision of the necessary funds, materials, and budgets for the projects, without justifications for “unforeseen circumstances”
  • Allowing employees to “distract” – whether through brainstorming or just some side activities from time to time (at intervals) to compensate for the monotony of activities
  • Adequate remuneration and motivation of staff and incentives for top performers.

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