Agile/Scrum for large projects

Last post 06:52 pm January 26, 2019
by Ian Mitchell
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04:09 pm January 26, 2019

Hi

I have walked into a slightly strange situation. I am a Microsoft Architect, specialism is integrating solutions like Active Directory, Exchange, SharePoint and so forth into a corporate environment. The team I am based on is responsible for those core products. These are all third party (i.e. MSFT) products, we do some development work but not much.

We tried to adopt a Scrum methodology as senior management want to push that. We have sprints, daily meetings for a collection of projects. So, for example, we have three main projects going on which are upgrade to latest version of AD (project #1), move mailboxes to Exchange Online (#2) and add a new feature to SharePoint (#3).

All three are tied into the same sprint along with other pieces of work. But the key thing here is that often, we don't product workable software at the end of each sprint. Only #3 has software development, the other two are infra related projects.

Would we be better off ditching Agile and using Waterfall for #1 and #2?

Reading the Scrum guide, 

Development Teams deliver an Increment of product functionality every Sprint. This Increment is useable, so a Product Owner may choose to immediately release it

Sounds like we must have some useable at the end of each sprint. So for somerthing like #1, where there is a lot of planning and testing before, how does that work? 

06:52 pm January 26, 2019

We tried to adopt a Scrum methodology as senior management want to push that. We have sprints, daily meetings for a collection of projects

Are senior management aware of the issues you have described, and that consequently the Scrum Framework is not currently being implemented? What are they hoping to gain from a Scrum way of working?