This document discusses agile project management methods like Scrum. Scrum is a framework for managing complex projects using short development iterations, regular team meetings, and emphasis on collaboration between self-organizing teams and product owners. The document outlines Scrum roles, artifacts, and meetings and notes research finding benefits like improved productivity, quality, and customer satisfaction when using agile methods like Scrum compared to traditional project management approaches.

1. Facts & Figures

2.  Application of the japanese „lean“ concept on
project management
 Self organised teams, close collaboration of
clients -developers
 Bottom-up corporate development
 Agile methods: Scrum, Kanban, Scrumban,
Extreme Programming, etc.
 Most popular agile method: Scrum

3. Scrum is …
 An agile management framework
 A method of management for complex
projects (inspect & adapt)
 A lean, agile process for project
management especially in software
development (ca. 75%)
 IT projects are growing up…

4.  „Classical“ waterfall methods in project and
development steering are not functioning as
desired
 End-to-end planning is effecting negatively
on flexibility, goal orientation and the final
product
 With standardised methods, budget and time
frames cannot be met on a regular basis…

5.  Simple rules
 A few roles
 Several meetings
 Some artefacts/tools
 Iterative approach
 Self organising, interdisciplinary teams
Scrum is..
A simple framework, which is not that easy to
execute…

6.  6 Roles:
 Product Owner
 Team (Developers)
 Scrum Master
 Manager
 Customers
 User
 7 Artefaktes:
 Product Backlog
 Release Burndown
 Sprint Backlog
 Sprint Burndown
 Impediment Backlog
 Potentially Shippable Code
 Burndown Charts
 5 Meetings:
 Release Planning
 Sprint Planning Meetings 1+2,
 Daily Scrum
 Sprint Review
 Sprint Retrospective

7.  Lean Planning Phase:
Product Vision-> Release-Planung->
Product-Backlog
 Product Vision: Idea of a product, which
inspires
 Strategical planning phase: content of the
release plan
 The product backlog: fixing of product
features

8. Bottom-up corporate development
Exchange in meetings
 Sprint Planning Meeting 1+2
 Daily Scrum- Daily meeting, overview of the
progress of each team member
 Sprint Review: presentation of work results
 Sprint Retrospective: Ideas of improvement

9.  Shortening of the „time-to-market“
 Need for reduced time and budget in projects
 Improvement of productivity
 Alignment of IT to the organisation´s KPIs
 Improved software quality
 Increased project transparence
 Optimised team collaboration
 Improved communication, within the team and to
the outside
 Increased customer satisfaction

10. Employee Survey at Allianz, Germany:
The effect of Scrum was:
 Improvement of customer satisfaction 63%
 Improved quality 57%
 Increased transparency 91%
 Would again decide for Scrum 82%

11.  According to statistics, only 5% of all agile users
do not see significant improvements of results
and efficiency
 Users of agile methods have been more
successful in companies within the last 3 years
than users of standard PM methods.
 Users of agile methods rate scrum practices
better than users of standardised PM methods

12.  Client Contact
Projects with direct client contact several times a week have been
significantly more succesful than others
„Business people and developers must work together daily throughout
the project“ (Agile Manifest)
 Flexibility
Reaction on change is given more emphasis than following of a pre-set
plan
 Speed
Delivery of functioning software on a regular basis within a few
weeks and months with focus on prioritising the shorter time frame

13.  Focus: Employee
Build up projects around motivated individuals and provide them with
the environment and support they need. Trust, that they will manage
the tasks you give them.
 Team Meetings
On a regular basis, the team reflects, how it can work more effectively
and can adapt behavior accordingly
 Sustainability
Agile processes promote sustainably development. The customer,
developer and user should maintain a steadily pace.

14.  How can I affect a team to deliver excellent work?
 Agile management -> focus on value creation,
not adaptation
 Working in self organised teams, benefit from the
brain power of all members
 The result: „Cultural Change“ within the
organisation
 An organisationwide change process is starting -
> the company is on the way to an agiel
organisation

15. Sonja Uhl
sonja.uhl@mbo-consulting.eu
MBO Consulting
Altheimer Eck 11
80331 München
Tel. +49 (0) 89 1250 9223-0