Generally, the scrum framework is used in the IT field. How can we successfully implement this in Non-IT domains, where we have a large group to manage? Saving Changes...
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Danielle RiceManager Information Security Services| Navy Federal Credit UnionDaniel Island, Sc, United States
Some practices I've seen success with non IT teams:
Share the basics agile principles & core values
Establish goals for why you want to use agile/scrum (communicate the benefits)
Develop a backlog of projects and use kanban boards (or other tools to track tasks, milestones, WIP)
Encourage adoption of scrum practices (iterations; daily standups; iteration planning & review; retros)
Retros are key - get feedback, and act on it to build engagement, adoption of scrum practices Saving Changes...
While the pillars, values, roles, and ceremonies of Scrum can apply to any type of product development, the concept of a potentially shippable product increment might need to be adapted for certain types of products. Also, the guidance around 1-4 week sprints with a preference to a shorter timescale might need to be reviewed for non-technology contexts.
It is also worth noting that Scrum assumes a cross-functional team with a tendency towards generalizing specialists. However, for many non-IT products, you might need a team of specialists and some of Scrum's philosophy might again need to be adapted.
It would be worth reviewing a few other adaptive frameworks and toolkits rather than just picking the most well known...
Kiron Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
I think the belief that Scrum can only be applied to IT projects stems from the fact that it is easy to deliver a working increment as a software system. It is far more difficult to do with e.g. construction but not impossible. Things like sprint durations are just guidelines that apply to software and for the approach to make sense you need to adjust these durations accordingly. You will probably also look at your definition of Done to make sure that deliverables add value. Saving Changes...
I'm not opposed to Scrum - it's part of how I make a living, but it's not always the answer. It can be a powerful answer, but if you just throw Scrum at your organization it can also be a big failure. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Adaptive frameworks, like Scrum, tend to focus on iterations, increments and improvements. You may want to look at which of the adaptive components make sense for your industry. Saving Changes...
With projects involving very large teams, I would suggest applying Scrum to specific problems or deliverables that involve a subset of the larger team.
On very large teams, there are many different design solution elements or issues that only involve a small portion of the full team. You can target the framework to those specific problems.
If you try to engage the whole team, first it is likely to become a logistical nightmare. Second, many team members will have nothing to contribute anyways so you're wasting their time. Focus on the targeted problems with a few key members, and bring in additional SMEs to support as needed. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The key is clearly understand what Scrum is. You can find it inside the Scrum Guide. You will find it is a framework then you have to fill it up with tools and techniques. There is no line inside the Scrum Guide about to use user stories for requirementes, story points and things like that. Because of that, you can use Scrum in any initiative if and only if it applies after evaluating the organization current situation with focus in the situation to achieve. Just to comment, from 1995 I did that. Saving Changes...
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