Why use the Scrum framework for your projects?

The Scrum framework is a popular working method among software developers and product teams. Despite its popularity, little is said about when and how to use it, and what problems can occur with it.

Why use the Scrum framework?

Scrum can find applications in organizations with different commercial and/or public purposes. The framework enables the organization of human resources, both in the IT sector and in other areas (municipal and regional administrations, state enterprises, etc.). Reference: “Why use the Scrum framework for your projects?“,  In general, however, focusing on the development of a software product, we can highlight the following:
Scrum finds a favorable development environment when we talk about the creation of a product with boundaries that are not strictly defined by the sponsor (the product must be developed in a dynamic time with many changes of conditions). In other words, by breaking the backlog into small parts to be implemented by the development team, changes can be implemented on time. Read also: “When and why to use Scrum for your projects”,
The framework does not imply the processing of a large volume of documentation.
Less control (pressure) on the team and greater freedom in its work stimulate the latter and give a wider field for generating new ideas.
Giving developers a chance to choose which artifacts from the backlog to implement in the next sprint implies a high quality of implementation. Reference: “Why use the Scrum framework for your project and organization“,
Based on the above reasons, we can also add that Scrum is a great framework for short projects (duration of up to 1 year).

Reasons why organizations may not use the Scrum framework

Analogous to the above points, if the organization develops larger and longer-term projects (for example: processing data that must be collected in the field, at a certain time and then integrated into software for autonomous cars), Scrum the frame would not be suitable.
Scrum is not meant to be implemented in the middle of a project, due to the danger of it not being able to be implemented by its deadline.
Scrum teams are supposed to be in a smaller format (up to about 10 specialists maximum) and enjoy a lot of independence. Exercising strong control will most likely result in low results. See also: “When to use the Scrum framework in your projects“,
Highly educated experts – for the team to be successful, it must be composed of experts and specialists with sufficient experience and skills behind them, so that taking over the artifacts from the backlog, the goals are realized with maximum quality. If the team level is not high enough for the project goals, then Scrum is not the framework for that project.
Difficult communication and misunderstanding on the part of stakeholders. See more: “Why apply Scrum to your company projects“,
Lack of flexibility in development processes – the autonomy of Scrum is based on creative thinking and implementing new ideas in a dynamic environment. If the goal of the organization is that these two elements are not the basis of development, then Scrum is a redundant framework.

Difficulties in implementing Scrum

Active and Passive Resistance in Scrum Integration – Resistance is always present and everywhere, it is part of human nature. Often, innovations stimulate resistance and negation, and this is no exception (mainly arising from misunderstanding and ignorance of the new). Speaking of senior management, it is the lack of belief and knowledge of Scrum that can hinder its implementation, and even if the framework is implemented, it can be deliberately sabotaged at a later stage. Reference: “Reasons for using the Scrum framework for the organization’s projects“,
Changing the organization in the company – the integration of Scrum will require a different allocation of human resources. On the one hand, management may feel a lack of authority (due to the need for non-interference in the activities of Scrum teams), and on the other hand, the team members themselves may not be able to understand and implement in their actions the freedom of work, individual discipline, etc.
Implementation of Agile-Scrum in part of the team – the realization of the product to be made depends on the whole team and its independence in terms of work. Requiring deadlines, with clearly required managerial-level deliverables for some or all team members, does not imply the use of a framework at all.

By Michael Young

Michael Young is the chief publisher of and is passionate about all project management and business management disciplines from the modern education programs presented by the popular universities in the United States (USA) and the United Kingdom (UK)

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