Scrum
The process begins with the customer creating a list of product requirements and handing it over to the development team. The developers divide the work into stages called sprints, lasting from one to four weeks.
During each sprint, the team focuses on completing a specific set of tasks that will help achieve the sprint goal. All tasks are taken from a common list of requirements — the project backlog, which is the basis for the sprint backlog.
The goal of the sprint should be such that at the singapore business mailing list end there will be a fully finished product. After the sprint is completed, the work done is analyzed. If errors are detected, new tasks are selected.
To ensure that the team does not deviate from the goal, various events are organized during the work process: daily meetings, task prioritization, work with the backlog and planning. All this falls under the responsibility of the Scrum Master, who helps the team with planning and communications. The details of the processes are described in the Scrum Guide, the main document of the methodology.
Scrum
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Scrum works well in conditions of uncertainty. However, it requires that all factors affecting the sprint be under your control. If external dependencies arise, such as another team joining, this can disrupt the work.
Scrum integrates well with quarterly planning and reporting. This allows you to set specific deadlines and ensure that the business achieves certain results.
Often teams do not apply all the Scrum principles, choosing the ones that are most useful to them. This can lead to problems, as missing some elements can create the feeling that Scrum is not working, although in fact some key tool or principle was missing. This is why you should experiment with different approaches and adapt them to the specifics of your business.
Kanban
Nowadays, many companies actively use Kanban boards (for example, Trello) for project management. However, the basis of Kanban work is not specific tools, but six key principles:
A visual representation of all tasks is created on a specialized Kanban board. New tasks are added as they appear.
A limit is set on the number of tasks that can be in each board column at the same time.
Tracks the movement of tasks across the board to effectively manage the workflow.
Clear and understandable rules are used for adding and moving tasks so that all participants can easily follow them.
Feedback is regularly collected through meetings to help better understand current processes.
All aspects of work are constantly being improved (where possible).
Kanban differs from Scrum in that it is more flexible. This method allows you to start with the existing processes in the company and gradually improve them. It can be integrated with other methodologies, including Waterfall.
To fully utilize Kaban, it is not enough to simply create a board and place tasks on it. You also need to adhere to the other principles of the methodology.
One of the limitations of Kanban is its incompatibility with quarterly planning. In this system, tasks are performed in a continuous flow, which makes it difficult to set specific deadlines, as well as to provide clear results and reports. Successful use of Kanban requires the active participation of the team manager in managing and coordinating processes.