As a rule, when developing programs, the so-called cascade model is used. At the beginning of the process, employees are identified with a to-do list.
After that, it takes a lot of time to draw up a plan with a description of specific tasks and deadlines. At the same time, the process is depicted on paper in the form of color Gantt charts, which are timely reported to management.
The magnificent view of the schedules and schemes captivates the bosses, and they do not interfere with the project. In fact, these figures are far from reality, since the market situation is constantly changing, unexpected errors and problems appear. Often, customers do not receive the expected result or even the whole order.
An innovative way is that there is no need for a one-time development of the entire project. The methodology is flexible and increases productivity by 400%. Delivery times are reduced several times.
The origin of the name Scrum
The unusual name is borrowed from rugby. The term describes a separate type of game when each participant performs strictly defined actions, knowing that everyone else does exactly what they need. Confidence in each other allows you to send the ball, almost without looking at the field. Players know that the participant to whom he is intended will catch him.
So Sutherland called the small stages that make up the project. Each sprint in time should be equal to the previous one. The unit of measurement is most often the week. Each sprint is accompanied by a specific set of tasks that are determined by the team. The result of any sprint is shown to the client for adjustment or approval.
2. Clear tasks.
The scrum technique involves setting specific tasks, which are shown on stickers. On the walls of the adherents of this technique, you can often see colored strips of paper. Any of them contains a certain problem, for the solution of which you need to perform one specific action. After completing the task, the sticker goes into the field marked "done." If the paper strip lingers on the first board, other employees join in solving the problem. The path to success - specific tasks.
One day, Sutherland was invited to one of the failed companies. An important project could remain just a plan, indicated on paper. The team claimed that it would take years to implement the idea. The consultant was not at a loss and assembled a team in the meeting room, where he instructed employees to find and cut out specific tasks from thousands of pages of developed project documentation. The result of the work is paper-glued walls and a clear understanding of what needs to be done.
3. The volume of tasks in a certain period of time.
The number of tasks easily performed by employees is calculated by observation. Proper actions lead to an increase in volume in each sprint. As a rule, the first stage of work on a project shows the number of tasks that a team is able to complete. If it was not possible to fulfill all the plans, less tasks are determined for the next sprint. This is how the unusual effect of the technique is achieved, which consists in increasing labor productivity and increasing the speed of work from sprint to sprint.
4. Daily minute meetings.
To succeed, you need to exchange information. As a rule, this takes no more than a quarter of an hour. The team representative will have to answer questions about yesterday's activities, a list of cases for today and obstacles to a successful result. These answers will inform others about the real state of affairs, the sequence of tasks and possible problems. Such information is open to all comers. The method avoids standard reports and clarifies the work of all team members.
The objective of the project is to achieve a result that will be useful to a particular person. Therefore, when performing current tasks, you need to imagine yourself at the client's place.
6. Sprint Ending Meetings
When completing a specific site, employees come together to discuss milestones. Each team member must participate in such a discussion. All processes are disassembled into the smallest details.
Carefully studied proposals for improving the project, which are implemented in the next sprint.
Such a process must be monitored, otherwise the discussion can turn into a search for the guilty and recrimination.
7. Continuous improvement
When everything goes according to plan, it is easy to succumb to the illusion of the maximum approach to success. Such moments are the most dangerous, as they lead to a general relaxation of the team and to a sharp decline in efficiency.
Any processes should be improved. Each joint meeting must be completed by developing measures for the effective and quick achievement of the goal.