Page 151 - Straight Talk On Project Management IV

What Do Scrum’s Detractors Say?

Intense Process – As previously stated the lifecycle of scrum projects consists of short sprints that
constantly follow one another until the end of the project. This constant cycle of sprints can be
extremely intense, especially in projects that have a set deadline. Whilst having a goal to work
towards can motivate teams to work hard, in some cases these goals may become a burden to either
the team or individual members. Team members are under constant pressure to achieve their
individual tasks, this pressure may begin to place stress on team members. In some cases it may also
lead to teams rushing their tasks in order to complete them before the end of the sprint, most likely
leading to a reduction in the quality of their work.

In order to avoid this, the scrum leader needs to ensure they set realistic targets for their team in
order to ensure that the team aren’t overworked during a sprint.

Increased Risk Of Scope Creep – Scope creep, when a project’s requirements increase over its
lifecycle, can be more common using Scrum. In a recent case, a team that originally set out to deliver
one instalment of software finished the project having delivered multiple instalments. This fact had
been “lost in the sprints” and the project delivered late. The risk with short sprints, like short sprints
in real life, is that if you’re sprinting in the wrong direction, you can quickly veer way off course.
Check you’re sprinting in the right direction.

Scope creep is often caused by the end client changing their requirements; however, it can also
occur as a result of miscommunication within the team. Scope creep can be overwhelming,
especially for in-experienced teams, projects without delivery dates may appear never-ending, and
in the intense round of Scrum sprints, it is crucial that you identify that each sprint is aligned to the
overall goal and not an offshoot that leads the project off course.

In order to combat scope creep, a helicopter view of the project as a whole is crucial. Processes for
agreeing change are essential and scrum leaders should also ensure they remind their team that
change is normally a positive thing. It can be demotivating to feel like you’re suddenly working on
something that wasn’t in the original plan, a change in direction can be frustrating, and
communicating that it will allow your team to ensure their project meets the changed needs of their
consumer, thus allowing them to create a more effective piece of software, can help with morale.

More Experience Required – As touched on several times already, Scrum will most likely not work
for in-experienced teams. It is vital that the scrum leader is experienced, they need to be able to
asses the ability as well as the strengths and weaknesses of their team, this will allow them to set
their team effective targets. Experience amongst team members is also vital for Scrum to work
effectively. Experienced members will have developed the skills necessary for Scrum projects to be
successful, for example, communicational skills. Experienced teams will have also developed time
management skills, allowing them to understand the amount of time they need to dedicate to a
particular task. This will allow them to plan each sprint in more detail, for example planning how
many hours/days can be spent on a particular task, sticking to this schedule should see the team
complete all of the tasks within the sprint to a good standard.

In conclusion, as with all IT Project Management methodologies, the benefits significantly outweigh
the risks – if you do it right and have the right people on board. Don’t discount Scrum if you are
lacking experience in your team, resources from the Project Management as a Service market can fill
gaps and allow you to benefit from the many advantages it can offer.