What is “Scrum?” You could do a Google search, but it will bring up articles written for management personnel. In laymen’s terms, Scrum is a methodology used for completing a task quickly and effectively.

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It all begins with a product owner who gives his production team a list of tasks that need to be completed. Heading this team is a “Certified Scrum Master” who initiates a “sprint.” Sprints are timed periods for producing individual facets of the production. The success and failure of a Scrum lies in group cohesion.

For such a simplified way of fulfilling tasks, there are many inherent flaws. Here is a breakdown of each Scrum component and their pros and cons.

The Scrum Master

Pro: A “Certified” Scrum Master is loyal to the product owner, but also a team player. Their job is to facilitate the smoothness of a sprint by encouraging, rewarding, and protecting teammates.

Con: Despite being team members themselves, the Scrum Masters’ primary objective is to please the product owner. Because of this, teammates may see them less as a fellow employee and more as an under boss. Certification classes (online and on-site) are also expensive, costing upwards of $1,200.

Mini-Sprints

Pro: Due to daily business needs, a whole sprint can be divided into several mini-sprints. These mini-sprints are compartmentalized to employees who specialize in one facet of the production. This way, everyone is working towards a common goal, a piece at a time.

Con: Depending on how a sprint is timed, there may be a backlog unfinished or untested work. It may be another effect of compartmentalizing each aspect rather than working on it as a whole. How successful a sprint can be is owed to good communication between departments.

Meetings

Pro:  Since communication is important to a successful Scrum, team meetings are highly encouraged. These meetings summarize the group’s progress and determine which course to take next. Meetings can be held as after every mini-sprint or at the very end of the sprint.

Con: The average length of a planning meeting is no more than 8 hours while a sprint meeting is 15. If meetings become frequent during a Scrum, then it’s clear the Scrum is failing. Employees may even find them aggravating as they use up time that should be spent on production.

Morale

Pro:  When a sprint is divided up into mini-sprints, they are given to teammates who specialize in that task. This places a great sense of responsibility on each member of the team to accept criticism from owners and users. Through work ownership, each employee can confidently say, “I’ve got this.”

Con: Through Scrums runs on collective efforts, errors will make it easy to single out squeaky wheels. A teammate may own their work, but they also own their failures. Greater pressure is added once you consider the uneven work-life balance. A single team or team member will have to devote every available hour they have to a project. If anyone leaves the group, the effort falls apart.

Conclusion

Scrum is great for projects big and small, although many organizations remains skeptical. Scrum can be beneficial if you’re embarking on an ios app development project or software build. Every team is different and not every methodology can deliver the best results.