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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.

Agile Scrum Master

The Managing Director of SMK Software Management Kommunikation GmbH is an enthusiastic, highly motivated Scrum Master with 30 years of IT experience. He supports companies with their "Agile Transition" plans.

SMK developed software systems for banks for many years, always using iterative methods and in close cooperation with customers. In 2006, Martin Künkele worked on an agile software development project for a company in Bern, where he discovered his enthusiasm for agile values. He is convinced: With agile-developed software, customers get exactly the system they really need. For one particular advantage of the agile approach is that it requires continuous client feedback. In this way, customers are integrated into the development process and any change or adaptation requests can be taken into account and implemented promptly. A further benefit is the very fine and small-step implementation of customer requirements. This does not reduce complexity, but it is easier to manage.

Martin Künkele enjoys working with people, and is in his element as an agile Scrum Master. As counterparts he has the team members themselves, i.e. the software developers, the Product Owner, and the other stakeholders of an agile project: customers, line management and sponsors. As a Scrum Master he has to face a variety of challenges, which makes this role very interesting and varied. It demands inventiveness, persuasiveness and a certain perseverance. All qualities that Martin Künkele brings with him and that are vital if the agile transition is to succeed. Martin Künkele firmly believes that successful software development today is no longer possible without the intensive involvement of the customer in the development process, neither internally nor on the market. Today's software development has to take many more parameters into consideration than ever before. This makes such undertakings far more complex than they may have been in the past.

Software for devices of different sizes and operating systems must be able to communicate with each other.

This requires specialists in the development teams with very different, sometimes disjointed skills. Especially when data has to be stored in different databases, interfaces to other systems need to be operated, and the requirements for the security of the systems have top priority. Furthermore, testing these systems must go hand in hand with their development.

Fortunately, concepts, frameworks, and tools already exist for many of these questions. In most cases, the knowledge of these skills first has to be acquired. This can only be achieved through internal or external training in courses, workshops etc. This means that part of the development team is always in education.

An experienced Scrum team is unbeatable. Members must be able to trust each other blindly. They all know each other's specialties closely and are always able to communicate and exchange information with each other without any reservations. The Scrum Master ensures this is possible, and requires a high level of empathy and authenticity. Martin Künkele has both, which has been confirmed on frequent occasion in the past by his customers.

With his help, agile transition can succeed. Get in touch!

Games

Scrum ball game

Use cases

Migration of an article master to SAP Retail

How does Scrum work?

Scrum is an agile project management framework. It was developed in the 90s by Jeff Sutherland and Ken Schwaber.

Toolset for the successful Scrum Master

Agile work has to do with visualization, moderation, communication, motivation, transparency, leadership, reflection, etc. A variety of methods that form the Scrum Master's tools have been developed to implement these goals and values. These agile approach and Scrum instruments can be found here.

 

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