When are scrum and agile not suitable?
Posted: Sun Dec 22, 2024 5:45 am
Kanban would also be best applied by combining it with scrum. I disagree. I do believe – but that also applies to scrum – that good coaching of a team is essential. My other objection is that, in my opinion, the most important principle is not clearly addressed. I find Kanban so interesting for overloaded teams, because it is based on a Pull model . This means that you only 'pull' new work into the process when capacity becomes available.
Also read: Scrum: tips, models & working methods for the perfect sprint
Then there are four pages for 'agile at scale'. Unfortunately, only the most commonly used agile scaling approaches are mentioned here, but none are explained well in summary.
What about scrum?
Well, scrum then… The book zooms in on:
The sprints, the short fixed periods in which you work on a concrete result.
The roles: product owner, scrum master and the team.
The ordered lists of work: the product backlog and the sprint backlog .
The events sprint planning and daily scrum .
The moments to receive and give feedback: the switzerland whatsapp number sprint review and retrospective .
And explains all this further neatly.
Van Lanen and Van Solingen mention the biggest disadvantage of scrum is that there is a lot of emphasis on roles, deliverables and meetings. This makes it seem 'just' a process change. Therefore, teams can forget that the essence of agile is a change of mindset. Scrum could become a goal instead of a means.
In addition, scrum may not be suitable if:
You already know exactly what you are going to make
The process towards this is also very clear
Few different people are needed
In short, in simple situations with high predictability, agile has little extra to offer.
Scrum could become an end instead of a means.
Also read: Scrum: tips, models & working methods for the perfect sprint
Then there are four pages for 'agile at scale'. Unfortunately, only the most commonly used agile scaling approaches are mentioned here, but none are explained well in summary.
What about scrum?
Well, scrum then… The book zooms in on:
The sprints, the short fixed periods in which you work on a concrete result.
The roles: product owner, scrum master and the team.
The ordered lists of work: the product backlog and the sprint backlog .
The events sprint planning and daily scrum .
The moments to receive and give feedback: the switzerland whatsapp number sprint review and retrospective .
And explains all this further neatly.
Van Lanen and Van Solingen mention the biggest disadvantage of scrum is that there is a lot of emphasis on roles, deliverables and meetings. This makes it seem 'just' a process change. Therefore, teams can forget that the essence of agile is a change of mindset. Scrum could become a goal instead of a means.
In addition, scrum may not be suitable if:
You already know exactly what you are going to make
The process towards this is also very clear
Few different people are needed
In short, in simple situations with high predictability, agile has little extra to offer.
Scrum could become an end instead of a means.