Think Scrum is Only for Developers? Think Again.

You may think your work wouldn't benefit from the practices of software developers. But, you would be sorely mistaken. In fact, adapting agile management practices to our own work could benefit many of us — in various industries — powering product development, shortening completion times and maximizing value. If you've ever experienced crippling project delays or a disappointing customer response — there are worthy alternative paths to explore.

Which quickly brings me to the agile management tool of Scrum. Scrum initially appeared in the development realm in the mid-90's and has proven its merit in many organizations. Its potential to enhance product development, offers an alternative to traditional, cumbersome project management. Loosely based upon the rugby element of a team "scrummage", Scrum utilizes evolving customer needs ("User Stories") as its central driver — offering a finely choreographed, collaborative response to changing product requirements. Drawn from the Agile Manifesto, it includes realistic estimation of time necessary for task completion and on-going transparency concerning progress. Problems with projects are spotted early — vastly reducing the incidence of "11th hour " dramas.

We can adapt Scrum beyond software development to our own teams. (See how agile was applied to NPR's development of radio shows here. Presently, I am collecting user stories for a learning platform aimed at aspiring managers.) As discussed by Steven Denning — on-time product completion within today's organizations, often leaves no room for creativity and innovation — a crippling by-product. Scrum can affect this dilemma. He aptly states: "Disciplined execution crushes innovation, and innovation by its nature is undisciplined. The problem has seemed insoluble." Scrum can marry these seemingly polarized goals, of time and flexibility.

With Scrum, product elements are based upon "User stories" — which essentially identify desired product features. Desired features are then placed on a "Product Backlog". Portions of the backlog are grouped into "Sprints" — uninterrupted periods of focused work. Progress toward "Sprint" completion is reported daily by team members and appears visually on a "Burndown" chart — which cleverly maps the hours estimated for task completion, against the passage of time. If a project begins to fall behind, it will become apparent — much sooner, than later. Problems are discussed openly early on, during daily meetings (usually standing), and no one remains in the dark for long with regard to brewing challenges.

Various industries are adapting and applying the principles successfully within their teams — simultaneously bringing the customer clearly back into focus. Scrum defines a few necessary roles: (More information in the video primer below):

• The Product Owner. This individual represents stakeholders and serves as the voice of the customer. The owner evaluates the priority of identified user stories (features) onto a "backlog", and organizes these tasks into "sprints" of concentrated work. Completion time for each is estimated.
• The Scrum Master. This individual shields the team, deals with obstacles and provides needed tools, to keep things steadily moving forward. (Think of this individual as somewhat like a project manager.)
• The Development Team. This a cross-functional team is dedicated to the identified challenge — experts who help the product/project come to life.

Bringing Scrum to your organization is indeed a commitment. If you are interested in applying Scrum to your team's efforts, consider the following.

• Enlist high-level sponsorship. Leadership should fully understand agile principles and commit to the process. They often remain involved with the on-going work. This requires a shift in mindset concerning various components, from project planning to funding.
  
• Start with a pressing/urgent issue. Look to the areas of your organization that are particularity important to ongoing sustainability. Collect "User Stories" for products or services that deserve immediate attention. Start with the most pressing issues and move through your list.
• Define the target product. This could be a new product or service package — or an iteration of an existing offering.
• Assemble a committed team. Those that work on the development team, should feel committed and uniquely qualified to be there. Ensure that all of the relevant players are present that can deliver the desired iteration.
• Train contributors. There are certification programs for Products Owners, Scrum Masters and other supporting roles. You should also consider on-going Scrum coaching, to help support the process.

I'm anxious to learn more as Scrum is applied within other industries. Have you applied Scrum within your organization? Share your experiences.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Thought Leadership at Kilberry Leadership Advisors, Toronto.

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