Agile working with structure
Scrum is much more than a technical framework - it is a way of thinking that helps teams to work better together and successfully implement projects despite uncertain conditions. Originally developed in the 1990s by Ken Schwaber and Jeff Sutherland, Scrum stands for transparency, adaptability and a clear goal: to create real added value for customers and stakeholders.
What does Scrum mean in practice?
Scrum thrives on the interaction between the people who use it. While the framework itself defines clear roles, events and artifacts, the real success comes from teamwork. Scrum focuses on establishing an effective and value-oriented learning framework. By working towards a product vision and critically reviewing the progress and collaboration of all stakeholders regularly along the development journey, Scrum becomes ideal for dynamic environments where requirements can change quickly. Instead of defining the detailed design of the product from the outset, you start with a vision. On this basis, a minimal first version of the product is created, which is continuously improved step by step through regular feedback and expanded in line with requirements.
Strengths that drive teams forward
- Clear roles - no chaos:The Product Owner prioritizes, the Scrum Master coaches and the development team implements. Everyone knows what needs to be done.
- Flexibility through sprints: In short iterations (usually two weeks), the team focuses on one goal. Feedback is incorporated directly so that the next step is always based on the latest findings.
- Focus on added value and communication: At the end of each sprint, there is a functioning increment. This is not only motivating, but also keeps customers and stakeholders constantly up to date.
- Improvement as routine: retrospectives provide the space to regularly scrutinize and adapt processes and collaboration.
When to use Scrum?
Scrum is particularly suitable for projects with high complexity and dynamic requirements. If it is unclear exactly what the end product should look like and the requirements change over time, Scrum offers an excellent structure for working flexibly and iteratively. It is ideal for teams that are interdisciplinary and can work closely together. Scrum shows its strengths above all in environments where regular feedback from customers or users is crucial in order to further develop the product in a targeted manner. Examples of this are
- Innovative product developments where the requirements only mature during the development process.
- Software projects that require rapid feedback and adjustments based on new findings.
- Teams in fast-moving industries that need to regularly adapt their priorities to external market changes.
Scrum is less suitable for highly standardized or repetitive processes in which clear, predictable procedures dominate. Scrum also reaches its limits in projects with stable requirements and little need for continuous feedback, such as construction projects or series production. In such cases, classic project management with predefined milestones and clear documentation is often more efficient. Highly hierarchical organizations that leave little room for self-organization can also have difficulties implementing the principles of Scrum effectively.
Agile is faster?
A common misconception is that agile approaches such as Scrum are fundamentally faster. In fact, agility is not about speed in the sense of “working faster”, but about the ability to react more quickly to changes and deliver visible results to customers sooner.
With Scrum, teams can regularly present potentially deliverable product increments that enable immediate feedback. This shortens the time-to-market, because instead of developing in secret for months, the first results often reach the end customer after just a few weeks. This means faster feedback for learning, fewer undesirable developments and higher customer satisfaction. The true strength of Scrum lies in this transparency and adaptability.
How we implement Scrum for customers
In our consulting, we focus on solutions that address real problems and not just on implementing a framework. Our experience shows that introducing Scrum “by the book” is usually the best starting point - and it can be done undogmatically. The framework's minimum standards mercilessly uncover existing challenges in teams and processes and create space for real improvements. Statements such as “It doesn't work that way for us” are usually clear indications of the need for optimization.
We also adapt Scrum to the specific needs and goals of our customers. Whether in software development, agile marketing or IT-related administrative processes - we combine practices in such a way that they deliver real added value and are effective in the long term.
Conclusion
Scrum is not a rigid set of rules, but a powerful toolbox with minimum standards that helps teams to work more efficiently and flexibly. It makes it possible to react quickly to changes while always keeping the focus on the greatest possible added value. The focus is always on people - be it the team itself or the customers who ultimately benefit from the product. And that is precisely our approach: working with you to solve your challenges - pragmatically, individually and sustainably.
Our goal is to help you achieve long-term success. We work with you to develop a concept that takes your individual context into account and enables your teams to reach their full potential.
