Scrum

Traditional development processes often resemble a relay race. A team of specialists completes tasks and hands them off to the next team. Scrum looks more like rugby: The term itself refers to the “scrimmage” once the ball is tossed. In this standard situation, the entire team moves shoulder-to-shoulder in one direction. Put in terms of an organization, it means cross-functional teams work together and self-organized in short time intervals on product segments in order to shorten the time-to-market.

Why Scrum?

Scrum is a management framework that can be used as a product development method. Scrum is also much more. You can manage complex knowledge processes with it and set a change in motion. Scrum is an approach to change management that brings the entire organizational development forward.

A tangible product within a few weeks

Scrum does not split the process into sequences; instead, it breaks down the product into individual pieces. The team is able to present a minimum viable product in a short period of time. This enables fast, specific feedback from the user and provides important insights for the continuing development process.

The User | tests the Minimum Viable Product and gives feedback for continued development.

The Product Owner | has the product vision and continuously communicates with the customer.

The Team | is responsible for the product quality and works through the tasks.

The Customer | is the one purchasing the product. With internal development, the Manager is the Customer.

The Manager | makes resources available and creates the necessary framework conditions.

The ScrumMaster | works with the team, communicates with the manager and is responsible for productivity.