Why use the Scrum framework for your project and organization

Scrum is a framework that provides a basis for motivated teams to create innovative products in response to rapidly changing trends and requirements in today’s world, thanks to a flexible problem-solving approach to ensure high business value for the customer.

Unlike traditional project management, where large investments are made from the very beginning for detailed planning of the course and work on the project, following Scrum allows a rolling wave planning approach, ie. detailed planning of upcoming events and rougher planning of more distant events to ensure maximum flexibility in changing requirements and optimal spending. Reference: “Why do you want to be a Scrum Master?“, https://www.mu7club.com

Scrum comes with its own rules for daily and weekly meetings and results checks. This allows teams to synchronize their efforts, remove possible obstacles in time, as well as minimize risks and unforeseen events.

This adaptability to changing requirements is key to achieving high business value and optimizing costs.
One of the main advantages of Scrum is the focus on the earliest possible delivery of the finished product and its gradual development and “upgrade”.

This allows, on the one hand, the product to reach the end-user as early as possible for revenue, as well as to receive feedback from the customer and at an early stage to adapt the product to market requirements, minimizing the risk of significant changes and additional costs for improvements at a very late stage of the project.

What is a Scrum Master?

Scrum teams include Scrum master, which monitors the good organization of teams and the removal of obstacles, supports their work, and assists Product owner and Business analyst with proper cost planning and requirements to achieve maximum business value in the product for minimum production time. Reference: “What are the responsibilities of the Scrum Master?“, https://www.businesspad.org/what-are-the-responsibilities-of-the-scrum-master/

Regular Scrum Review meetings with a wider range of stakeholders in the project provide sufficient information on the progress of the project and answers to any questions.

Meetings are an excellent opportunity to discuss new requirements or changes dictated by the market to achieve maximum business value for the developed product.

Why use Scrum for your production processes?

Inefficiency of the implementation of the processes so far: in most cases, dissatisfaction with the quality of the delivered work (be it software or product / service) is the leading motive in the search for alternative ways to improve the end result. Reference: “Scrum Master and their relationship with the team and stakeholders“, https://www.islandjournal.net/scrum-master-role-relationship-team-stakeholders/

Inefficient end product: although at first glance effective and efficient sound the same (paronyms), they have different meanings, namely that efficiency follows more the process that leads to the end result, and efficiency characterizes the product itself.

Something like sprint review and sprint retrospective: The purpose of the review is to show us what the team is doing (has done), and the retrospective is to show us HOW it is doing (has done). Reference: “When to use the Scrum framework in your projects“, https://www.muzonet.com/when-to-use-the-scrum-framework-in-your-projects/

So, in addition to dissatisfaction with the product itself, quite often organizations are looking for alternatives to the “manufacturers” of this product or otherwise the teams responsible for it.

Failure to meet deadlines: as is already clear, the main idea of ​​the scrum is adaptation and a flexible approach. When the core of an organization (its employees) is hardened and negative about adjustments, then any change that invariably affects the deadline becomes a burden that over time grows like an avalanche and leads to total discrepancies in promises and reality. Reference: “Scrum Master explains the roles to colleagues in the Scrum project“, https://securityinformationeventmanagement.com/scrum-master-explains-the-roles-to-colleagues/

That is why, implementing a new approach that welcomes change and innovation, the organization decides to change its tactics.

Team sluggishness. Everyone knows that in most companies, especially the majority of teams consist of “old dogs”, the atmosphere is “casual”. This concept is best described in slang, because everyone knows that in theory some things are said, and in practice sometimes radically opposite things are done.

This is what brings boredom and even loss of motivation among people.

And as we all know, the fuel of successful people is motivation. Using scrum, the organization aims to inspire its people with life, hope, motivation and fighting spirit to face tasks with confidence and get out of its comfort zone. As we have discussed before, this is the key to success. Reference: “Why do you want to be a Scrum Master?”, https://ossalumni.org/why-do-you-want-to-be-a-scrum-master/

Why can’t an organization use Scrum purposefully?

The reasons are rather related to the nature of the organization’s activities. Namely, whether this type of approach would contribute positively or rather negatively affect the final product. Reference: “Scrum Master instead of project manager”, https://60yearsnato.info/scrum-master-instead-of-project-manager/

A well-known example is the construction of a building. It is well known that the basic parameters of the building cannot be changed and are not subject to discussion. Even certain processes, although optimized, are not subject to change. Yes, technology and machines are changing, but the principles remain the same.

So, trying to push the idea of ​​adaptability, non-standard and flexibility in achieving such an end result, would rather lead to some chaos, conflict with individual parties and last but not least – a risk to quality. Reference: “Reasons for using the Scrum framework for the organization’s projects“, https://customer-service-us.com

Of course, this is not the only area where Scrum is not a suitable framework. For example, a law firm would enjoy some slight improvements and optimizations of certain processes in order to facilitate work and reduce working hours, but the basic principles and ideologies cannot be questioned or constantly changed.

Another possible scenario where the organization does not want Scrum is rather related to the transparency of the method. Some organizations, especially where there are still related directors and high-ranking members, want discretion and even a degree of secrecy.

And as we know, Scrum requires total transparency and dedication on the part of everyone, without feeling guilty or reproached. Reference: “The Best Scrum Master Certifications and Courses”, pm.mba/scrum-master-certifications/

What do you think are all the possible difficulties of the organization (at the top management level) in the implementation of Scrum?

Overcoming the psychological obstacles in the image of the members of the top management. As I mentioned above, in some cases the difficulty does not come entirely from the technical feasibility, financial aspect or complexity of running, but entirely from certain traditions, customs and norms that are at the core of the organization itself. Reference: “Scrum and Kanban: Differences and Similarities“, https://www.powerhp.net

Such cases are observed when the philosophy of a brand must be completely changed to keep up with the times, and the “old dogs” do not want this because they are ideologues.

A trivial, but quite appropriate, example is the growth of McDonald’s as a franchise chain. There is even a film made on a real case, where it becomes clear that the real founders of the brand, the two brothers, had a completely different idea for their company, which is in total conflict with the business strategy of entrepreneur Ray Croc, thanks to whom McDonald’s which is now.

Well, such things, although invisible to the whole corporation, dictate the direction in which the organization will go.

Another possible problem or difficulty would be the restructuring of an already working team. If a team has been working together for 10 years and suddenly needs to radically change its strategy, it would be a conflict between the people in it.

It is no coincidence that it is said that the habit is built slowly, but it is very difficult and slow to forget.



In a few words: Scrum is a philosophy that requires a person to be critical of himself and everything around him. Most people do not tolerate criticism and change.

That is why it is important what kind of members we allow in our team, because, yes, someone can be a really good programmer, a purely technically advanced analyst or developer, but just do not have this subtle philosophical note of understanding and perception of the environment.

In that case, such a person would be very difficult to integrate, and may not even be, in a Scrum team.

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1 Comment

  1. Scrum can be an effective means of increasing cooperation among employees. Continuous inspection of work leads to continuous cooperation between employees, thereby increasing communication.
    Scrum can also be seen as a means of preventing conflict between employees. Every process requires adaptation. cooperation between employees over time can prevent some accumulated and unspoken moments between employees.
    Last but not least, Scrum can be introduced precisely to use and apply effectively the accumulated experience of its employees.

    In cases where the team does not have enough experience and expertise, it is possible to purposefully not introduce Scrum.

    Scrum is characterized by its transparency. It has been repeatedly noted that the desire for openness and transparency is not always and by everyone perceived as a method of increasing efficiency. Most likely we will meet employees who would use the opacity for their own advancement.

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