The Scrum methodology went from being a rugby tactic to one of the most used working methods to achieve short-term goals.
There are companies that have not yet managed to end paperwork, bureaucracy and hierarchization. In many cases, these are the factors that can most affect the effectiveness and completion of projects.
This was observed by Hirotaka Takeuchi and Ikujiro Nonaka, organizational theorists from Japan. Both analyzed technology companies that, being in the same environment as other companies, carried out projects in less time, of good quality and at a lower cost.
Based on their observations in 1986, they published the article “The New Product Development Game”, which unveiled a new way of managing projects using agility, flexibility and uncertainty as basic elements.
However, it was not until 1993, after comparing this form of teamwork with the collaboration of Rugby players, the Scrum method was born.
“The origin of Scrum is based on a simple idea: When you start a project, why not review it regularly, see that everything is going in the right direction, and check if it’s really what people want? Also question if there are ways to improve what you do or if there are other ways to do it faster and what keeps you away from it.”
Jeff Sutherland, co-creator of Scrum
The creators of the method, Jeff Sutherland and Ken Swchaber, developed an ideal methodology for companies whose environments were characterized by having:
- self-organization or teams that do not need roles to organize themselves
- moderate control in hierarchies so as not to impede creativity and
- transmission of knowledge, everyone learns from everyone.
Scrum, being an agile development methodology, is based on the idea of creating short cycles for development, which are commonly called iterations and which in Scrum are called “sprints” (Trigas Gallego, Manuel).
Each sprint is divided into five phases that are constantly under review to ensure the team is on the right path.
- Concept: the characteristics of the product are defined.
- Speculation: in this phase the costs, agendas and other limits that will mark the development of the project are established.
- Exploration: the product begins to be developed applying the limits determined in speculation.
- Review: what has been achieved is reviewed and compared with the desired objective
- Closure: the closure does not mean the conclusion of the project but the sprint, which will continue repeating until the desired product is reached.
In addition, one of the most important elements to carry out a project according to Scrum, are the roles.
On the one hand there are those who create the project. This is where the roles must be defined and each one must have a specific task to contribute to the product. On the other hand, there are the clients, important pieces to obtain feedback and to conclude the project.
In Scrum times and tasks are of great importance. In fact, there are already different platforms that have based their operation on the Scrum method and many of which are used by large international companies such as NASA, Uber and Microsoft, etc.
Good organization and project management can become the key factors that define the success of a company. When it comes to complex projects that require multidisciplinary teams, the Scrum methodology is the favorite of many companies.
Fortunately, sophisticated software is not required, but proactive staff, a platform that serves as a tool to manage the project and a well-defined objective. Lastly, to implement the methodology in the correct way, the essential thing is to understand it.
As Barry McCaffrey, who was an officer and General in the United States, said, knowing Scrum is mandatory for any leader, whether they are leading troops on the battlefield or in an office.
Success requires tremendous speed, tremendous productivity, and an unwavering commitment to achieving results.