Agile Chronicles: Scrum to deliver a Blockbuster TV Series - The Making

In my previous post, I talked about how Scrum may be utilised as a delivery methodology to produce a successful TV show. In this one, we'll delve more deeply into the specifics of how Scrum might be used to improve the production of the horror TV show "Haunted Hill." Using This as an example, we will examine the various scrum roles, artefacts, and procedures required in producing a fruitful horror series.

It is essential to first and primarily have a clear knowledge of the series' purpose and vision. With a haunted hill as the subject and horror enthusiasts as the target audience, the objective in this scenario is to produce a horror series that will have viewers talking and buzzing. As they proceed through the manufacturing process, this vision will aid the team in maintaining alignment and concentration. Recruit a group of talented individuals, such as writers, directors, performers, and crew members. The team should be made up of people who have the knowledge and abilities required to realise the goal. For instance, the scriptwriters should have expertise creating horror stories, the directors should have experience making horror movies, and the cast and crew should have experience working on horror productions.

Now I'm assuming that my readers are familiar with the fundamentals of scrum so that I won't have to repeat myself, but if you aren't, I highly recommend reading my earlier article. One of Scrum's guiding principles is to divide the task into digestible, little pieces. Assuming its a 2-3 week sprint its needs to be planned which are the set of activities we need to complete. For instance, the team could concentrate on crafting the first episode's narrative, which is about a haunted hill, in the first sprint and then the team can concentrate on casting actors and finding venues for the second sprint.The team may concentrate on one thing at a time, collect input from stakeholders, and modify their strategy as necessary by working in brief sprints.

The team reviews its progress and any obstacles that have developed that are keeping them from completing their sprint goals during the daily stand-up meetings.?

Example: During one stand-up, the group talks about a problem they ran across when exploring filming locations. They might have learned that the location they intended to use for a shot has a fire hazard problem, which has caused the shoot to be postponed by a day. If there are no other possibilities, the team would need to account for this in their budget. The team can then work together to find alternatives or come up with a plan to get around the problem. The team's productivity can be monitored by the scrum master, who can make sure that any challenges are overcome.

The team organises the responsibilities for the upcoming sprint during sprint planning. Consider the following scenario: the team may have planned to film scenes for the first half of the episode in sprint one, which would show the new residents being introduced to the haunted house and the start of unusual things. Before the shoot, they would go over the necessary technology, plot, and arrangements to make sure everything was in place. If any resources are unavailable, the team can come up with workarounds or adjust the plot to make it workable with the available resources.

The team presents their finished work to stakeholders during the review at the end of the Sprint and gets input. The team may show the finalised episode scenes to the director, who may offer input on one of the scenes that seems strange in relation to the whole episode's content.The team can take note of the criticism and make plans to implement the necessary modifications in the following sprint while keeping in mind that it might take a few days to complete them. If the response is favourable, they would not need to make any adjustments and would know they are headed in the correct path.The purpose of the review is to ensure the vision is being met and this is driving the group to create material that aligns with the vision of the creative product.

The team discusses both the positive and negative events that occurred during the sprint while looking back on it in the retrospective. Let's look at an example of a retrospective. The team might mention things like the shoot schedule being largely on time and being able to coordinate the set and crew well as Positives. They might also talk about obstacles or problems, such as a time limit they weren't aware of while filming and had to better organise their schedules to allow for daylight for the following run. The scrum master can lead the conversation and collaborate with the team to create an action plan for growth.

I hope the above examples really help the readers give a visual on how the framework can be used to manage a complex and time consuming endeavour with much more efficiency Now while these are just hypothetical examples related world scenarios are not that far off so do consider these examples serious as this is how you can effectively plan your production. Feedback loop has been the key in all ceremonies as they provide opportunity for the same, depending on how active and involved the team. If the show audience reception is factored into the feedback then they would be able to try different things to change and improve perception and increase popularity, its how well this framework can be incorporated for higher success rate.?

About The Author

Pranav Menon is a highly skilled Scrum Master with experience in various industries and a track record of helping organisations transition to Agile frameworks.

He is skilled in stakeholder management, identifying new market opportunities, and serving as an Agile Coach. In his downtime, Pranav is a huge advocate of using Scrum for non-IT development, such as creative writing and entertainment product development, as well as for learning new skills. He also loves to travel and go on long rides on his Royal Enfield Meteor 350 as a distraction from work Life.