Scrum project management
Discover why you cannot use Scrum to manage a project because it was not designed as a project management approach.
Introduction to Scrum
In the realm of product development, Scrum emerged from the Agile movement and has become very popular within fast-paced and complex environments. Scrum stands out as a paradigm-shifting framework. It transcends traditional methodologies by fostering a collaborative and flexible approach to managing and completing work.
Scrum is grounded in Agile principles, which emphasise adaptability, customer satisfaction, and the delivery of high-quality products through iterative progress. Below, key aspects of Scrum are outlined encapsulating its structure and operational dynamics.
Scrum is used for managing complex knowledge work, with an initial emphasis on software development, although it has been used in other fields. Scum provides empirical process control and relies upon its three pillars of transparency, inspection, and adaptation.
A Scrum team is composed of 3 roles: Product Owner, Scrum Master, and Development Team. Scrum has five events, Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective which forms the main workflow. All of these operate within a fifth event – the Sprint – which is a time-boxed iterations, typically 2-4 weeks, culminating in potentially shippable product increments.
The key artifacts in Scrum include the Product Backlog, Sprint Backlog, and Product Increment to ensure progress visibility.
Introduction to project management
Project management is a critical discipline that extends beyond the mere act of producing deliverables. It is a comprehensive practice that plays a strategic role within organisations, underpinning the successful realisation of projects from conception to completion.
Effective project management ensures that not only are products or services delivered, but also that they are aligned with the broader business objectives, maximising value and ensuring the optimal use of resources.
The following articulate the core components and strategic importance of project management within an organisational context.
Project management
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
Strategic alignment
Aligning projects with business strategy to ensure organisational goals are met.
Phases
Initiating, Planning, Executing, Monitoring & Controlling, and Closing phases span the project life cycle.
Stakeholder management
Identifying, involving, and satisfying stakeholders’ needs and expectations.
Risk and change management
Proactively managing risks and changes to maintain project stability.
Comparison of Scrum and project management
| Scrum | Project management |
|---|---|
| Emphasises iterative and incremental work | Focuses on distinct project phases |
| Prioritises flexibility and responsiveness | Often involves more rigid planning and control |
| Defined roles with specific responsibilities | Roles can be more fluid, depending on the project |
| Short feedback loops (Sprints) | Longer project milestones and checkpoints |
| Product-oriented with a focus on continuous delivery | Can be product or service-oriented with an emphasis on successful delivery |
| Adapts to changes quickly through the Sprint mechanism | Requires formal change management processes |
| Limited documentation, emphasizing working product | Requires comprehensive documentation |
| Less formalized stakeholder management process | In-depth stakeholder management strategies |
| Self-organising teams with decentralized decision-making | Often relies on traditional hierarchy for decisions |
Conclusions
The exploration of Scrum and project management reveals that while there are overlaps, they are distinctly different. Scrum’s focus on adaptiveness and product increment delivery contrasts with project management’s broader scope of strategic alignment, stakeholder management, and formal documentation.
Therefore, Scrum cannot replace project management as it lacks the holistic approach required for managing the overall project lifecycle. When Scrum is implemented, it should be complemented by project management practices that cover areas beyond product development, ensuring a comprehensive approach to achieving project success.