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Posts Tagged ‘Project Management’

How Risk Management is implemented or managed in SCRUM?

September 3, 2010 1 comment

For any management (Project, Configuration, Change and etc…) to implement in any methodology we need to identify during the initiation of the project. Same thumb rule is applied here in SCRUM.

Majority of the projects are failed due to the poor understanding of the requirements. Communication between the client and development team is missing in the traditional methodology i.e. effective communication. Interim the client won’t involve in the development process at all once he/she had given the requirements. This is flaw in the methodology is overcame in the SCRUM. That’s the success key of the SCRUM.

Also during the SPRINT planning meeting, the team gets clear view of what they need to develop and what are the acceptance criteria to fulfill the requirements? Details study of the requirement is done during the initial discussions, which leads effective estimation. So the misunderstanding of the requirements and acceptance criteria, the greater risk is addressed in well to do manner.

As we said in the earlier post, the Assumptions, Constraints, Dependencies, Communication, Reviews, Plans are well established and executed in the systematic manner. This leads to quality product.

Also if the team faces any issues during the execution, he/she may raise it during the daily standup meeting and logged as impediments. It’s responsibility of the SCRUM master to address this issues / impediments before they turn as risk for the project.

How SCRUM Methodology is different from the traditional methodology?

September 2, 2010 3 comments

This is most frequent question we hear in the arena of SEPG. Will try to address it in the forum to the best and appreciate the viewer’s response.

As part of the engineering position SCRUM is no different from normal traditional methodology of SDLC (Iterative method), but the way the project management is implemented in the SCRUM is interesting and appreciable.

In the traditional methodology the managerial position is done by managers, whereas is in SCRUM it is responsibility of SCRUM team to do that. For example in traditional, estimation is done by head or manager where as in SCRUM it is done by team in conjunction with product owner and SCRUM Master during the SPRINT Planning Meeting.

Assumptions, Constraints and dependencies (ACD) are documented by manager but the implementation rate is very low, whereas it is plugged or enable in the SCRUM through the channel of Daily standup meeting.

Communication Plan / Escalation plan is documented in the traditional methodology but the usage of the same is minimal whereas it is implemented effectively through daily standup meeting here in SCRUM.

Sprint Review meeting is the channel through which the acceptance criteria for the product is met in the SCRUM methodology. Also it’s the responsibility of the SCRUM team to demonstrate the product to the product owner and prove that things are done according to the definition of Done (DOD). We mean to say SCRUM team defines the boundary of acceptance criteria during the Sprint Planning, whereas in the traditional methodology no where the team which is going to develop the product involved to define the criteria for acceptance.

Changes during the SCRUM are not allowed is the Thumb rule in SCRUM.

Configuration Management should be take care during the Zero sprinting or during the Sprint Planning a line item, need to be addressed.

Lessons learned during the project are not documented in formal or informal manner in the traditional whereas here it is reported through retrospective meeting in SCRUM.

Implementation of the Risk Management in the SCRUM will post later.