I wanted to jump up and down when I read it. It speaks to me about why I hate the whole idea of an electronic board.

He also links to Xavier Quesada Allue’s blog, which echoes this practical approach to scrum and teams. I absolutely love his “Elements of taskboard design” which has real practical tips on what you can do to make your task board more effective. And he made me aware of “Super Sticky Post It’s“.

Now I’m off to convince Loren, Mistress of Stationery, to order us some of those. Sometimes the best tools are already out there.

Scrum(tm) – a 3M product

The adoption of Scrum as a project management process in IT projects has been extremely rapid. This is because of the fundamental principle that Scrum embraces is that software development if unpredictable. Scrum uses an iterative approach with short but focused iterations. Scrum formalizes the informal “do what is needed to be done” approach that is already followed in the software industry. People that use Scrum have seen huge productivity gains (up to 600% claimed by some). I will attempt to outline the reasons for Scrums success below.

  Methodology

Scrum is a lightweight, simple and highly effective methodology that delivers business value every two weeks (or there about). The team is highly focused on the goals of the iteration and the progress of the team (or lack thereof) is highly visible. Because the approach breaks down the work into small manageable pieces, teams feel that the goals of the project are achievable. It also allows the team systematically approach the work and start the project without necessarily understanding exactly how or what needs to be done in later iterations of the project.

Delivery 

Due to the fact that Scrum delivers business value every two weeks project sponsors feel that there is progress happening on the project all the time. They ultimately feel much more in control of the project and its budget. The use of the burndown chart and the daily “stand up” meeting gives everyone focus and makes any slippages or problems surface very early on in the lifecycle.

People 

Generally, because Scrum works so well and delivers business value very well, the mood on a Scrum team is very positive and motivated. Scrum encourages competition in a very subtle way between members on the team, however it also encourages a “one for all, all for one” type attitude on the project due to the fact that the productivity of the team is very visible. If one aspect of the project is failing it looks bad for everyone and this encourages everyone to get involved and help out. Naturally a lot of this type of behavior is seen in teams with more experienced and mature members.

 Philosophy

Scrum undoubtedly build trust between all the different members of a mature Scrum team. Everyone can see exactly what other members of the team are doing and what they are struggling with. It also builds trust with the sponsors of the project by quickly delivering business value to them and allowing them to shape and reform the project as it goes. Scrum also has the following “rules”:

• The people doing the work define and estimate the work

• The team sit together and interact constantly

• The people doing the work know what and how to deliver what is needed

Management 

Managers using Scrum generally enjoy the “No fuss”, delivery mindset of Scrum. Because a Scrum team very much “self managed” the work, there is very little management overhead required for a Scrum project. There are no complex Gannt charts to wade through and update and it is relatively easy to see where issues and slippage is happening.