Is It Possible To Use Scrum For Developing Non IT Based Projects? If So, How?

Scrum for non-IT based projects?

Whenever people talk about scrum, they mean a methodology which is capable of adapting to changing development environments, and time bound delivery. Since a very long time, for as long as a decade, scrum has been synonymous with IT development. People tend to think about IT projects when ever scrum is mentioned. The old school of thought often failed to think about scrum as capable of dealing with projects other than IT development. The promoters of scrum rarely though about using scrum for production based or manufacturing related processes. This attitude created many hurdles in making scrum methodology popular in the initial years. Even now, scrum is more popularly associated with IT related development projects. Over the years, the question which has always kept on popping up is “Can scrum be used for projects other than IT?” It is a good question to answer, because a lot of confusion has been prevailing regarding scrum, and how it can be implemented for projects other than those which are information technology based.

Scrum framework versus waterfall methodology 

Whatever the product or manufacturing process may be, business owners and companies are always pressed to bring in products which are efficient, easy to produce, and which consume very little manufacturing time. One of the biggest concerns for the development team is catering to the changing market conditions and trends. More than often, the primary objectives and functionalists associated with a particular product to be manufactured may lose its importance and market value. This may happen if a newer version or product is launched which offers a better pricing and added feature, which is not present in the product being developed. Traditional waterfall methods fail miserably when the product definition is changed overnight. This is where scrum can score, since the framework is specially developed to incorporate changing development related conditions. Theoretically speaking, regardless of the type of development, scrum can be successfully implemented to produce any type of product or goods. It can be successfully implanted in various fields dealing with market segments such as government and education, including a wide range of industries encompassing automotive design, venture capitalism, and retail.   

Co-relating scrum with traditional development processes – Is scrum feasible?

Implementation of scrum requires a lot of imagination. Even though scrum methodology rules are simple and straightforward, they have to be implemented properly to be effective. No two development projects are alike. What works well in a particular project may not prove to be quite effective in another. This is where the imagination comes in. Scrum projects have to be molded in accordance to the project’s particular requirements. While project managers have been making minor changes to mould IT based projects to suit scrum, it should not prove to be very difficult to implement scrum in non-IT based projects. The basic rules of scrum remain the same, irrespective of what product is to be developed or manufactured. For non-IT projects, the product assembly list might be substituted with a product backlog while the actual assembly process could be carried out in the form of sprints. Instead of a supervisor or a production manger supervising the assembly process, the scrum master might overlook the implementation of scrum. The implementation can be carried out using a single sprint, or if required, multiple teams could carry out individual sprints to suit the manufacturing process. Implementing scrum for non-IT projects may not prove to be so difficult if you have the inclination and the foresight to correlate traditional manufacturing process with scrum methodology.     

“Please visit http://www.quickscrum.com to download the Quickscrum tool”

Source:- http://storify.com/quickscrum/is-it-possible-to-use-scrum-for-developing-non-it

Understanding And Identifying Risks During Scrum Project Implementation – Avoid Potential Pitfalls

A risk can be understood as a particular event, which is uncertain in its outcome, and which can affect the results of objectives planned to be achieved from a particular project. Risks can lead to the success or failure of a project. Risks, which can lead to positive results, are interpreted as “opportunities”, while those, which can adversely affect, or create a negative outcome, should be understood as “threats”. It is important to manage the risks associated with a project on a proactive basis. Moreover, active efforts should be made to properly analyze a project for the risks involved, or associated with it. The analysis should be ideally carried out before the project is initiated. Thereafter, the analysis should be carried out on a routine basis, and frequently, until the project is successfully completed. A proper and effective procedure should be followed to identify and analyze the risks. It is imperative to follow a standardized routine which can correctly identify, evaluate, and provide a valid and effectual solution of a possible threat which can adversely affect the project’s outcome. 

How risks should be addressed

First of all, it is important to identify the risks. Once they are correctly identified, they should be classified depending upon how severe they are, and up to what extent they can affect the project’s outcomes. Risks, which are likely to create a greater impact, should be addressed first, followed by those which can create a lesser impact. To determine how risks can affect the results, it is imperative to find the root cause, identify the area of uncertainty, and what kind of potential damage they are likely to cause.

Identifying risks during scrum implementation     

Scrum projects too are associated with certain developmental risks. Even though the risks may not be fatal or critical in nature, they may nevertheless result into excessive loss of money in terms of redundant development activities or non-performing projects. As per the “The Scrum Body of Knowledge”, ad definitive guide which deals with the explanation of scrum and how it ought to be ideally implemented, each team member should be able to identify potential risks as and when they are likely to surface during the project implementation. Moreover, risk identification should be an inherent part during the implementation process, and should be carried out on a regular basis. Some suggested techniques might help you identify the risks in scrum:     

1.    Lesions learnt from sprint retrospectives

Sprint retrospective are specially conducted to identify any pitfalls which might occur during the sprint activity. Generally, problems are detected during the retrospective discussions since product owners and team members discuss various topics in depth and put in efforts to find out how effectively the sprint has progressed, and what kinds of problems are likely to arise during the development activity. They are a great way to identify any potential problems which may affect the project over a period of time, or which are likely to surface in the near future during an ongoing sprint.

2.    Risk checklists

The risk checklists include certain key points which are identified as root causes capable of inducing risks during the project implementation. Generally, the list includes those factors which are encountered while the sprint is underway, or when the project is being implemented. Risk checklists contain problematic causes which are often anticipated by the team members capable of causing potential problems.  

3.    Risk prompt lists

These lists are generally created out of brainstorming sessions. They may not necessary hamper the project, or cause impediments for sure, but they are potential pitfalls which team members should be wary of during the project implementation.

4.    Brainstorming sessions

They included in-depth and detailed discussions regarding problems likely to occur during the planned sprint or project implementation. Usually more experienced team members take part in these discussions, and they contribute their suggestions based upon their experience and levels of expertise.   

5.     Risk breakdown structure

This is an important tool, or technique used to identify potential key risk areas of development which can lead to problematic situations as far as development is concerned. Risks are identified and segregated into groups based upon their potential to cause problems. Risks are typically categorized as those belonging to financial, technical, or safety related nature. It allows the team to prepare for any eventualities, which may arise during the project implementation.

“Please visit http://www.quickscrum.com to download the Quickscrum tool”

Source:- http://scrummethodology.webnode.com/news/understanding-and-identifying-risks-during-scrum-project-implementation-avoid-potential-pitfalls/