The Delivery Performance Domain in project management centers around delivering the project scope and quality that meet predefined objectives. Transitioning to Scrum, this focus shifts significantly. Instead of strictly adhering to initial requirements, Scrum teams aim to deliver maximum value through adaptive planning, iterative development, and frequent feedback loops.
Potential dangers for project Managers, just picking out two from my experiences:
- Fixed Scope Mindset: Traditional project management often revolves around delivering a fixed scope, which is detrimental in a Scrum environment where adaptability is key to meeting actual user needs.
- Rigid Adherence to Initial Requirements: Holding strictly to the initial requirements without room for new insights based on stakeholder feedback can prevent the delivery of solutions that truly address user challenges.
Useful Experiences and Skills:
- Strategic Alignment: Your ability to align project deliverables with business objectives can be crucial in Scrum, focusing on delivering value that propels business strategy.
- Quality Focus: Your emphasis on delivering quality can seamlessly transition into maintaining the Scrum "Definition of Done," ensuring that all work meet the required standards of quality.
Steps you can take as Project Manager to transition to a professional use of the Scrum framework:
- Embrace Scope Flexibility: Accept that scope will change and refine your understanding of what is truly needed through continuous backlog refinement and stakeholder feedback.
- Shift Focus from Requirements to Value: Prioritize delivering value over following a set list of requirements. Utilize the Product Backlog to dynamically adjust priorities based on what brings the most value to users and the business.
- Utilize Feedback Cycles: Challenge the conventional constraints of time by employing Scrum’s short feedback cycles. Engage with stakeholders frequently to ensure that the product evolves in a way that delivers the highest possible value within the time constraints.
Conclusion:
In Scrum, the Delivery Performance Domain shifts from a (rigid) focus on scope and requirements to a flexible, value-driven approach. This transition requires embracing changes in scope based on user feedback, focusing on value over strict requirements adherence, and leveraging the Definition of Done to ensure quality. By adapting your traditional project management skills to these Scrum principles, you can more effectively meet user needs and business objectives.
Next step:
Start by re-evaluating how you define project success and consider how you can incorporate stakeholder feedback more frequently to enhance product value.
Exploring this project management aspect within Scrum reveals a complex relationship between project management skills and agile practices which we only just touched upon. Project Managers can bring valuable expertise to a Scrum team, but realizing its full potential only happens when the skills are adapted and applied to each unique Scrum Team’s context.
I hope you find value in these short articles and if you are looking for more clarifications, feel free to take contact.
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Wishing you an inspiring read and a wonderful journey.
Scrum on.
Steven
