With a focus on customer value and continuous improvement, we love to work according to the principles of agile processes.
In today's world, there are many changes in a short period of time. In order to keep up with it, a certain degree of flexibility is required. This is exactly what agile project management or agile software development offers. In this way of working, changes in requirements are welcomed even during the ongoing project. Through early and constant feedback loops directly with our customers, we get their opinion on what has already been implemented and will integrate change requests if necessary. This also increases the effectiveness of our teams and provides transparency to our customers regarding the project status. And the statistics also show that this has proven its worth. Already 94% of the companies surveyed use agile methods.
What are the differences between the tasks of conventional project managers and the role models in agile project management? The tasks were divided thematically between the product owner and the scrum master.
The Product Owners are responsible for ensuring the ROI (Return on Investment) of the project and making sure that the value of a product is always given. Therefore, they represent the interface between our development team and our customers, and are also the primary point of contact for all stakeholders. It is important that the requirements defined by them are correctly interpreted by the team and that the appropriate product is developed to meet the defined needs of our customers. So, based on the requirements brought to them, they distribute the specific work orders to our team, which is primarily self-organized. Another important part of a Product Owner’s job is to define the right order of delivered functionalities. Most importantly, our Product Owners create a vision in projects, ensuring that everyone involved is clear about what and for what purpose a product is being developed.
In Scrum (agile framework), a Scrum Master primarily takes on the role of a team coach or trainer. Scrum masters are not seen as disciplinary leaders, but rather should be mentors for the team. They are responsible for removing barriers and enabling the team to work efficiently. They also ensure that everyone in the team understands and properly implements agile practices. Team meetings are facilitated by our Scrum Masters and in case of conflicts, they are the central point of contact for all our team members. Subsequently, they try to solve conflicts together and thus our Scrum Masters try to create transparency in the team.
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– Extreme Programming (XP)
– Lean Development
The short answer is that is does not. Agile and Scrum are based on a different paradigm. Founders Jeff Sutherland and Ken Schwaber have frequently stated that attempts to map defined to empirical methods are futile.
That depends on you! The implementation in your organisation may fail because of a lack of resolve by people to overcome the problems that Scrum will certainly expose. Yet thousands of teams on all continents and in every industry are succeeding in making their world of work better today than yesterday.
Scrum does not attempt to instruct teams how to do their work. Scrum expects teams to do whatever necessary to deliver the desired product. It empowers them to do so. Development practices and tools change and improve all the time and good teams will constantly work to take advantage of these.
There is no Project Manager role in Scrum. The responsibilities of the traditional project manager are divided over the three roles in the Scrum Team:
– The Product Owner manages the product (and return on investment)
– The ScrumMaster manages the process
– The team manages itself.
– Working on a shared vision
– Gathering requirements
– Managing and prioritizing the Product Backlog
– Accepting the software at the end of each iteration
– Managing the release plan
– The profitability of the project (ROI)
– Empowering and shepherding the team
– Removing impediments
– Keeping the process moving
– Socialising Scrum to the greater organization