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AGILE & SCRUM
Collaborate, Adapt & Deliver Value
© Operational Excellence Consulting. All rights reserved.
© Operational Excellence Consulting
LEARNING OBJECTIVES
2
Understand the basic
principles, values, benefits
and drawbacks of Agile
and Scrum
Understand how Agile and
Scrum can be applied to
various industries and
projects and adapted to fit
different situations
Understand the key roles
of the Scrum team, and
the Scrum framework and
its key components
NOTE: This is a PARTIAL PREVIEW.
To download the complete presentation, please
visit: https://www.oeconsulting.com.sg
© Operational Excellence Consulting
CONTENTS
3
Benefits and Drawbacks of Agile and Scrum
2
Key Roles and Responsibilities in a Scrum Team
3
Introduction to Agile and Scrum
1
Scrum Framework and Its Key Components
4
Applying Agile and Scrum to Various Industries and
Projects
5
© Operational Excellence Consulting
“
Agile … is an attitude, not a
technique with boundaries.
ALISTAIR COCKBURN
4
© Operational Excellence Consulting
COMMON CHALLENGES IN SOFTWARE DEVELOPMENT
5
Limited Resources
Unrealistic or
Mismanaged Timelines
Lack of Alignment
Between Sponsor and
User Needs
Communication
Breakdowns
Underestimating the
Importance of Quality
Scope Creep Integration Issues
Conflicts with Testing
Teams
© Operational Excellence Consulting
WHAT IS AGILE?
6
● Agile is a software development
philosophy and approach that
emphasizes flexibility, collaboration,
and continuous improvement
● It originated as a response to the
limitations and drawbacks of
traditional, plan-driven project
management methodologies
● The Agile philosophy and principles
are described in the Agile Manifesto,
which was developed by a group of
software developers in 2001
© Operational Excellence Consulting 6
© Operational Excellence Consulting
AGILE IS & IS NOT
7
§ Agile is a project management methodology
that emphasizes flexibility, collaboration, and
rapid iteration
§ Agile prioritizes delivering working software
or products quickly and continuously
improving them based on feedback
§ Agile values individuals and interactions,
working software, customer collaboration,
and responding to change
§ Agile is not a specific process or tool, but
rather a set of guiding principles and values
AGILE IS AGILE IS NOT
§ Agile is not a prescriptive methodology that
provides detailed instructions for how to
manage a project
§ Agile is not a replacement for project
management or a silver bullet that will solve
all project problems
§ Agile is not an excuse to avoid planning or
documentation, but rather a way to
streamline these processes and focus on
what's most important
© Operational Excellence Consulting
THE TRADITIONAL SOFTWARE DEVELOPMENT APPROACH IS BASED ON
THE WATERFALL MODEL
8
Requirements
Design
Implementation
Verification
Maintenance
§ Traditional design and development steps are
separated into distinct phases
§ Work products are produced at each phase and
handed off to the next
§ Risks:
Ø Errors in each phase are passed to the next
Ø Time overruns usually come out of final
phases – development and test often result
in poor quality
Ø Poor quality are compounded by upstream
problems in requirements and design
© Operational Excellence Consulting
THE FOUR CORE VALUES OF THE AGILE PHILOSOPHY
9
Responding to change
over following
a plan
Customer
collaboration over
contract negotiation
Individuals and interactions
over processes
and tools
Working software
over comprehensive
documentation
THE
FOUR CORE
AGILE VALUES
© Operational Excellence Consulting
THE TWELVE PRINCIPLES OF THE AGILE PHILOSOPHY
10
1
Customer satisfaction through early and continuous
delivery of valuable software 7
Measure progress primarily through working
software
2
Welcome changing requirements, even late in
development 8
Maintain a sustainable pace of work and prioritize
work-life balance
3
Deliver working software frequently, with a
preference for shorter timescales 9 Focus on technical excellence and good design
4
Collaborate with customers and stakeholders
throughout the project 10 Keep things simple and minimize unnecessary work
5
Build projects around motivated individuals and give
them the resources and support they need 11 Allow self-organizing teams to make decisions
6
Use face-to-face communication as much as
possible 12
Reflect on team performance and continuously
improve
© Operational Excellence Consulting
“
Scrum is like your mother-in-
law, it points out ALL your
faults.
KEN SCHWABER
11
Image credit: Boston Business Journal
© Operational Excellence Consulting
SCRUM IS & IS NOT
12
§ Scrum is a specific Agile framework that
includes a set of roles, events, artifacts, and
rules that help teams manage their work
§ Scrum emphasizes iterative development,
regular feedback, and continuous
improvement
§ Scrum includes key roles such as the Scrum
Master, Product Owner, and Development
Team, as well as events like the Sprint, Daily
Scrum, and Sprint Review
§ Scrum is not the only Agile framework, but it
is one of the most popular and widely used
SCRUM IS SCRUM IS NOT
§ Scrum is not a silver bullet that guarantees
project success
§ Scrum is not a one-size-fits-all solution that
will work for every project or team
§ Scrum is not a replacement for good project
management practices or a way to avoid
planning and documentation
© Operational Excellence Consulting
THE THREE PILLARS OF SCRUM
13
TRANSPARENCY
Transparency means that
all aspects of the process
and the product are visible
to everyone involved.
ADAPTATION
Adaptation means that the
team makes changes
based on the results of the
inspection to continually
improve the product and
the process.
Scrum is based on the theory of empirical process control, which relies
on transparency, inspection, and adaptation.
INSPECTION
Inspection means that the
team regularly reviews and
evaluates the product and
the process to identify
areas for improvement.
© Operational Excellence Consulting
THE FIVE CORE VALUES OF SCRUM PROVIDE A FOUNDATION FOR THE
WAY THAT SCRUM TEAMS WORK TOGETHER
14
Five Core
Values
COURAGE
RESPECT OPENNESS
FOCUS
COMMITMENT
Scrum teams are committed to achieving
their goals and delivering value to their
customers. Team members are expected
to be reliable and to work together to
ensure that commitments are met.
Scrum teams focus on their goals and
work collaboratively to deliver value. They
prioritize their work and stay focused on
what is most important, in order to deliver
the highest value to their customers.
Scrum teams are transparent and
open in their communication and work
processes. They share information
freely, welcome feedback, and work
together to solve problems.
Scrum teams show respect for each
other and for their customers and
stakeholders. They value diversity and
work together to create an inclusive
and supportive environment.
Scrum teams have the courage to take on
complex challenges and to make difficult
decisions. They are willing to speak up and
take risks in order to achieve their goals
and deliver value to their customers.
© Operational Excellence Consulting
OVERVIEW OF THE SCRUM FRAMEWORK
15
1 – 4 weeks
24
hours
Product
Backlog
Sprint
Backlog
Sprint
Daily Scrum
Increment
© Operational Excellence Consulting 16
HISTORY OF AGILE & SCRUM
1990
The Agile Manifesto is
written by a group of
17 software developers
who meet in Snowbird,
Utah. The manifesto
outlines the values and
principles of Agile
software development.
The Agile Manifesto is
publicly released, and
the Agile movement
gains momentum.
Schwaber and
Sutherland update the
Scrum framework and
release "The Scrum
Guide" as a free,
publicly available
document.
The Scrum Guide is
updated by Schwaber
and Sutherland to
clarify and simplify the
framework.
Ken Schwaber and Jeff
Sutherland co-create
the Scrum framework.
They present the first
version of the
framework at the
OOPSLA conference in
Austin, Texas.
Schwaber and
Sutherland found the
Scrum Alliance, a non-
profit organization that
provides education,
training, and
certification in Scrum.
Scrum is recognized as
a project management
methodology by the
Project Management
Institute (PMI), which
begins offering a
Scrum certification.
1995 2016
2010
2005
2003
2001
© Operational Excellence Consulting
ORIGINS OF SCRUM
● The Scrum framework is based on the
work of Jeff Sutherland and Ken
Schwaber, who first described the
framework in the 1990s
● The name “Scrum” comes from the game
of rugby, where it refers to a play where
the team works together to move the ball
down the field
● The Scrum framework is designed to help
teams work together in a similar way, by
providing a structure for collaboration and
continuous improvement
© Operational Excellence Consulting 17
17
© Operational Excellence Consulting
ADVANTAGES OF USING AGILE & SCRUM
18
Collaboration and teamwork
The emphasis on communication,
feedback, and collaboration can
help teams work together more
effectively and achieve better
results.
Flexibility and adaptability
Agile and Scrum are designed to
accommodate changes in
requirements and priorities, which
can help teams respond more
effectively to new information or
unexpected issues.
Customer satisfaction
By involving customers and
stakeholders in the development
process, teams can ensure that
the product meets their needs and
expectations.
Continuous improvement
Agile and Scrum provide
opportunities for teams to reflect
on their performance and identify
areas for improvement, which can
lead to better results over time.
Early and frequent delivery
By delivering working software
incrementally and frequently,
teams can get feedback early and
make adjustments as needed.
© Operational Excellence Consulting
SCRUM FRAMEWORK: THREE PRIMARY ROLES IN A SCRUM TEAM
19
SCRUM MASTER
The Scrum Master is
responsible for ensuring that
the Scrum framework is
followed and helping the
team resolve any issues that
arise.
PRODUCT OWNER
The Product Owner is
responsible for defining and
prioritizing the product
backlog, which is a list of
features and tasks that the
team needs to complete.
DEVELOPMENT TEAM
The Development Team is
responsible for delivering a
working product increment at
the end of each Sprint, which
is a fixed time-boxed period
of development.
Each of these roles has specific responsibilities and duties, but they also work together
collaboratively to ensure that the product is developed and delivered successfully.
© Operational Excellence Consulting
“
Any Scrum without working
product at the end of a sprint
is a failed Scrum.
JEFF SUTHERLAND
20
© Operational Excellence Consulting
THE SCRUM FRAMEWORK IS A POPULAR AGILE METHODOLOGY FOR
DEVELOPING AND DELIVERING PRODUCTS
21
1 – 4
weeks
24
hours
Product Backlog Sprint Backlog Sprint
Daily Scrum
Increment
Sprint
Planning
Sprint
Retrospective
Sprint Review
Product
Owner
Scrum
Master
Development
Team
SCRUM TEAM
© Operational Excellence Consulting
SCRUM EVENTS
22
Sprint Planning
At the beginning of each
sprint, the Development
Team and Product Owner
work together to select
items from the Product
Backlog to work on during
the sprint. They estimate
the effort required to
complete the work and
create a plan for how they
will deliver the items.
Sprint
The Sprint is a time-
boxed period of typically
two to four weeks during
which the Development
Team works to deliver the
items selected during the
Sprint Planning meeting.
Sprint
Retrospective
Sprint Retrospective is
a meeting at the end of
each Sprint where the
team reflects on their
performance and
identifies areas for
improvement.
Daily Scrum
The Daily Scrum is a
brief meeting held each
day to provide a status
update on progress,
identify any obstacles
or issues, and ensure
that the team is on
track to meet the sprint
goal.
Sprint Review
At the end of each
Sprint, the
Development Team
presents the completed
work to the Product
Owner and
stakeholders for review
and feedback.
© Operational Excellence Consulting
APPLICATION OF AGILE & SCRUM
IN SOFTWARE DEVELOPMENT
● Agile and Scrum are widely used in the
software development industry
● Many software development teams have
successfully adopted the Scrum
framework to improve their productivity,
speed up their development cycles, and
deliver high-quality software products
● For example, companies like Spotify,
Google, and Salesforce have all
implemented Scrum to manage their
software development projects
© Operational Excellence Consulting 23
23
© Operational Excellence Consulting
AGILE & SCRUM ARE DESIGNED TO BE ADAPTABLE, AND CAN BE
CUSTOMIZED AS NEEDED
24
Scaling
Agile and Scrum can be
scaled up or down to fit the
size and complexity of the
project or organization. For
large projects or
organizations, there are
frameworks like Scaled Agile
Framework (SAFe) and
Large Scale Scrum (LeSS),
which can be used to
implement Agile and Scrum
across multiple teams.
Hybridization
Agile and Scrum can be
combined with other
methodologies, frameworks,
or tools to create a
customized approach. For
example, organizations may
choose to combine Scrum
with Lean or Kanban to
create a hybrid approach
that suits their specific
needs.
Tooling
There are various tools
available that can be used to
support Agile and Scrum
implementation. For
instance, digital Kanban
boards or other online
collaboration tools can be
used to facilitate
collaboration and
communication between
team members.
Team Structure
The structure of the team
can be adapted to suit the
needs of the project or
organization. The size and
composition of the team can
be adjusted, and the roles
and responsibilities of team
members can be redefined
to meet the needs of the
project.
Iteration Length
The length of iterations can
be adjusted to suit the needs
of the project or
organization. While the
standard iteration length in
Scrum is typically two
weeks, organizations can
choose to have shorter or
longer sprints depending on
their needs.
© Operational Excellence Consulting
Operational Excellence Consulting is a management
training and consulting firm that assists organizations
in improving business performance and effectiveness.
Based in Singapore, the firm’s mission is to create
business value for organizations through innovative
design and operational excellence management
training and consulting solutions. For more
information, please visit www.oeconsulting.com.sg
ABOUT OPERATIONAL EXCELLENCE CONSULTING

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Introduction to Agile and Scrum

  • 1. AGILE & SCRUM Collaborate, Adapt & Deliver Value © Operational Excellence Consulting. All rights reserved.
  • 2. © Operational Excellence Consulting LEARNING OBJECTIVES 2 Understand the basic principles, values, benefits and drawbacks of Agile and Scrum Understand how Agile and Scrum can be applied to various industries and projects and adapted to fit different situations Understand the key roles of the Scrum team, and the Scrum framework and its key components NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg
  • 3. © Operational Excellence Consulting CONTENTS 3 Benefits and Drawbacks of Agile and Scrum 2 Key Roles and Responsibilities in a Scrum Team 3 Introduction to Agile and Scrum 1 Scrum Framework and Its Key Components 4 Applying Agile and Scrum to Various Industries and Projects 5
  • 4. © Operational Excellence Consulting “ Agile … is an attitude, not a technique with boundaries. ALISTAIR COCKBURN 4
  • 5. © Operational Excellence Consulting COMMON CHALLENGES IN SOFTWARE DEVELOPMENT 5 Limited Resources Unrealistic or Mismanaged Timelines Lack of Alignment Between Sponsor and User Needs Communication Breakdowns Underestimating the Importance of Quality Scope Creep Integration Issues Conflicts with Testing Teams
  • 6. © Operational Excellence Consulting WHAT IS AGILE? 6 ● Agile is a software development philosophy and approach that emphasizes flexibility, collaboration, and continuous improvement ● It originated as a response to the limitations and drawbacks of traditional, plan-driven project management methodologies ● The Agile philosophy and principles are described in the Agile Manifesto, which was developed by a group of software developers in 2001 © Operational Excellence Consulting 6
  • 7. © Operational Excellence Consulting AGILE IS & IS NOT 7 § Agile is a project management methodology that emphasizes flexibility, collaboration, and rapid iteration § Agile prioritizes delivering working software or products quickly and continuously improving them based on feedback § Agile values individuals and interactions, working software, customer collaboration, and responding to change § Agile is not a specific process or tool, but rather a set of guiding principles and values AGILE IS AGILE IS NOT § Agile is not a prescriptive methodology that provides detailed instructions for how to manage a project § Agile is not a replacement for project management or a silver bullet that will solve all project problems § Agile is not an excuse to avoid planning or documentation, but rather a way to streamline these processes and focus on what's most important
  • 8. © Operational Excellence Consulting THE TRADITIONAL SOFTWARE DEVELOPMENT APPROACH IS BASED ON THE WATERFALL MODEL 8 Requirements Design Implementation Verification Maintenance § Traditional design and development steps are separated into distinct phases § Work products are produced at each phase and handed off to the next § Risks: Ø Errors in each phase are passed to the next Ø Time overruns usually come out of final phases – development and test often result in poor quality Ø Poor quality are compounded by upstream problems in requirements and design
  • 9. © Operational Excellence Consulting THE FOUR CORE VALUES OF THE AGILE PHILOSOPHY 9 Responding to change over following a plan Customer collaboration over contract negotiation Individuals and interactions over processes and tools Working software over comprehensive documentation THE FOUR CORE AGILE VALUES
  • 10. © Operational Excellence Consulting THE TWELVE PRINCIPLES OF THE AGILE PHILOSOPHY 10 1 Customer satisfaction through early and continuous delivery of valuable software 7 Measure progress primarily through working software 2 Welcome changing requirements, even late in development 8 Maintain a sustainable pace of work and prioritize work-life balance 3 Deliver working software frequently, with a preference for shorter timescales 9 Focus on technical excellence and good design 4 Collaborate with customers and stakeholders throughout the project 10 Keep things simple and minimize unnecessary work 5 Build projects around motivated individuals and give them the resources and support they need 11 Allow self-organizing teams to make decisions 6 Use face-to-face communication as much as possible 12 Reflect on team performance and continuously improve
  • 11. © Operational Excellence Consulting “ Scrum is like your mother-in- law, it points out ALL your faults. KEN SCHWABER 11 Image credit: Boston Business Journal
  • 12. © Operational Excellence Consulting SCRUM IS & IS NOT 12 § Scrum is a specific Agile framework that includes a set of roles, events, artifacts, and rules that help teams manage their work § Scrum emphasizes iterative development, regular feedback, and continuous improvement § Scrum includes key roles such as the Scrum Master, Product Owner, and Development Team, as well as events like the Sprint, Daily Scrum, and Sprint Review § Scrum is not the only Agile framework, but it is one of the most popular and widely used SCRUM IS SCRUM IS NOT § Scrum is not a silver bullet that guarantees project success § Scrum is not a one-size-fits-all solution that will work for every project or team § Scrum is not a replacement for good project management practices or a way to avoid planning and documentation
  • 13. © Operational Excellence Consulting THE THREE PILLARS OF SCRUM 13 TRANSPARENCY Transparency means that all aspects of the process and the product are visible to everyone involved. ADAPTATION Adaptation means that the team makes changes based on the results of the inspection to continually improve the product and the process. Scrum is based on the theory of empirical process control, which relies on transparency, inspection, and adaptation. INSPECTION Inspection means that the team regularly reviews and evaluates the product and the process to identify areas for improvement.
  • 14. © Operational Excellence Consulting THE FIVE CORE VALUES OF SCRUM PROVIDE A FOUNDATION FOR THE WAY THAT SCRUM TEAMS WORK TOGETHER 14 Five Core Values COURAGE RESPECT OPENNESS FOCUS COMMITMENT Scrum teams are committed to achieving their goals and delivering value to their customers. Team members are expected to be reliable and to work together to ensure that commitments are met. Scrum teams focus on their goals and work collaboratively to deliver value. They prioritize their work and stay focused on what is most important, in order to deliver the highest value to their customers. Scrum teams are transparent and open in their communication and work processes. They share information freely, welcome feedback, and work together to solve problems. Scrum teams show respect for each other and for their customers and stakeholders. They value diversity and work together to create an inclusive and supportive environment. Scrum teams have the courage to take on complex challenges and to make difficult decisions. They are willing to speak up and take risks in order to achieve their goals and deliver value to their customers.
  • 15. © Operational Excellence Consulting OVERVIEW OF THE SCRUM FRAMEWORK 15 1 – 4 weeks 24 hours Product Backlog Sprint Backlog Sprint Daily Scrum Increment
  • 16. © Operational Excellence Consulting 16 HISTORY OF AGILE & SCRUM 1990 The Agile Manifesto is written by a group of 17 software developers who meet in Snowbird, Utah. The manifesto outlines the values and principles of Agile software development. The Agile Manifesto is publicly released, and the Agile movement gains momentum. Schwaber and Sutherland update the Scrum framework and release "The Scrum Guide" as a free, publicly available document. The Scrum Guide is updated by Schwaber and Sutherland to clarify and simplify the framework. Ken Schwaber and Jeff Sutherland co-create the Scrum framework. They present the first version of the framework at the OOPSLA conference in Austin, Texas. Schwaber and Sutherland found the Scrum Alliance, a non- profit organization that provides education, training, and certification in Scrum. Scrum is recognized as a project management methodology by the Project Management Institute (PMI), which begins offering a Scrum certification. 1995 2016 2010 2005 2003 2001
  • 17. © Operational Excellence Consulting ORIGINS OF SCRUM ● The Scrum framework is based on the work of Jeff Sutherland and Ken Schwaber, who first described the framework in the 1990s ● The name “Scrum” comes from the game of rugby, where it refers to a play where the team works together to move the ball down the field ● The Scrum framework is designed to help teams work together in a similar way, by providing a structure for collaboration and continuous improvement © Operational Excellence Consulting 17 17
  • 18. © Operational Excellence Consulting ADVANTAGES OF USING AGILE & SCRUM 18 Collaboration and teamwork The emphasis on communication, feedback, and collaboration can help teams work together more effectively and achieve better results. Flexibility and adaptability Agile and Scrum are designed to accommodate changes in requirements and priorities, which can help teams respond more effectively to new information or unexpected issues. Customer satisfaction By involving customers and stakeholders in the development process, teams can ensure that the product meets their needs and expectations. Continuous improvement Agile and Scrum provide opportunities for teams to reflect on their performance and identify areas for improvement, which can lead to better results over time. Early and frequent delivery By delivering working software incrementally and frequently, teams can get feedback early and make adjustments as needed.
  • 19. © Operational Excellence Consulting SCRUM FRAMEWORK: THREE PRIMARY ROLES IN A SCRUM TEAM 19 SCRUM MASTER The Scrum Master is responsible for ensuring that the Scrum framework is followed and helping the team resolve any issues that arise. PRODUCT OWNER The Product Owner is responsible for defining and prioritizing the product backlog, which is a list of features and tasks that the team needs to complete. DEVELOPMENT TEAM The Development Team is responsible for delivering a working product increment at the end of each Sprint, which is a fixed time-boxed period of development. Each of these roles has specific responsibilities and duties, but they also work together collaboratively to ensure that the product is developed and delivered successfully.
  • 20. © Operational Excellence Consulting “ Any Scrum without working product at the end of a sprint is a failed Scrum. JEFF SUTHERLAND 20
  • 21. © Operational Excellence Consulting THE SCRUM FRAMEWORK IS A POPULAR AGILE METHODOLOGY FOR DEVELOPING AND DELIVERING PRODUCTS 21 1 – 4 weeks 24 hours Product Backlog Sprint Backlog Sprint Daily Scrum Increment Sprint Planning Sprint Retrospective Sprint Review Product Owner Scrum Master Development Team SCRUM TEAM
  • 22. © Operational Excellence Consulting SCRUM EVENTS 22 Sprint Planning At the beginning of each sprint, the Development Team and Product Owner work together to select items from the Product Backlog to work on during the sprint. They estimate the effort required to complete the work and create a plan for how they will deliver the items. Sprint The Sprint is a time- boxed period of typically two to four weeks during which the Development Team works to deliver the items selected during the Sprint Planning meeting. Sprint Retrospective Sprint Retrospective is a meeting at the end of each Sprint where the team reflects on their performance and identifies areas for improvement. Daily Scrum The Daily Scrum is a brief meeting held each day to provide a status update on progress, identify any obstacles or issues, and ensure that the team is on track to meet the sprint goal. Sprint Review At the end of each Sprint, the Development Team presents the completed work to the Product Owner and stakeholders for review and feedback.
  • 23. © Operational Excellence Consulting APPLICATION OF AGILE & SCRUM IN SOFTWARE DEVELOPMENT ● Agile and Scrum are widely used in the software development industry ● Many software development teams have successfully adopted the Scrum framework to improve their productivity, speed up their development cycles, and deliver high-quality software products ● For example, companies like Spotify, Google, and Salesforce have all implemented Scrum to manage their software development projects © Operational Excellence Consulting 23 23
  • 24. © Operational Excellence Consulting AGILE & SCRUM ARE DESIGNED TO BE ADAPTABLE, AND CAN BE CUSTOMIZED AS NEEDED 24 Scaling Agile and Scrum can be scaled up or down to fit the size and complexity of the project or organization. For large projects or organizations, there are frameworks like Scaled Agile Framework (SAFe) and Large Scale Scrum (LeSS), which can be used to implement Agile and Scrum across multiple teams. Hybridization Agile and Scrum can be combined with other methodologies, frameworks, or tools to create a customized approach. For example, organizations may choose to combine Scrum with Lean or Kanban to create a hybrid approach that suits their specific needs. Tooling There are various tools available that can be used to support Agile and Scrum implementation. For instance, digital Kanban boards or other online collaboration tools can be used to facilitate collaboration and communication between team members. Team Structure The structure of the team can be adapted to suit the needs of the project or organization. The size and composition of the team can be adjusted, and the roles and responsibilities of team members can be redefined to meet the needs of the project. Iteration Length The length of iterations can be adjusted to suit the needs of the project or organization. While the standard iteration length in Scrum is typically two weeks, organizations can choose to have shorter or longer sprints depending on their needs.
  • 25. © Operational Excellence Consulting Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg ABOUT OPERATIONAL EXCELLENCE CONSULTING