• Doing the right things!

A quote by Peter Drucker fits neatly here:
"It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all."

Doing the right things and doing things right - that's Scrum!

The Scrum team supports the Product Owner in his task of providing added value for the customer.
Each Sprint ends with a Sprint Review Meeting. Here, the customer or the customer's representatives are asked by the Scrum team for their feedback on the software presented: Does it meet their requirements and expectations? If not, proposed changes are formulated and implemented during one of the next Sprints.

Doing the right things.


From the customer's point of view, it is important that they can exert a concrete influence on the characteristics of the product and its further development. This option is always offered at the end of a Sprint. SMK favors Sprints with a duration of two weeks, i.e. the customer has the chance to influence the progress and direction of software development with their feedback every two weeks. Compared to other approaches, Scrum offers the possibility to influence the development process at a very early stage.
With Scrum, therefore, the risk of producing "waste", i.e. software that is not being used, is significantly lower. This happens quite often in development using the normal procedures: The software components are adjusted and extensively documented during extensive discussion rounds in the development team. The implementation, testing and deployment often take a long time. During this time, a lot of expensive capacities are tied up.


It makes more sense to use these capacities for software components that the customer really needs and that meet expectations. Identifying these is possible with the tight timing of the Sprints and Sprint Reviews with the customer.


Doing things right.

From the Scrum team's point of view, a Sprint is concluded with the so-called retrospective. During this meeting we reflect on the past Sprint: What went well and what can be improved? Ultimately, it's about both: doing things right... in the subsequent Sprints.