Hibridy (traditional management + scrum management)

Last post 09:54 pm August 13, 2019
by Thomas Owens
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01:05 pm August 13, 2019

Hi everyone,

 

I work with projects with a focus on operation & maintenance for wind turbines. That is, the approuch is let's find out to maximize the performance of wind turbines.

 

 So, i'm using the traditional approach to follow the projects in the weekly meeting (scope, schedule, cost and quality) and use the scrum approach to the daily meeting to keeping improve the project.

 

I don't see other condition to make a documentation of project without use the traditional approach.

 

Someone knows if i stay in the correct way ?

 

Thanks a lot! 

01:25 pm August 13, 2019

It seems odd that the performance of wind turbines can be inspected and adapted on a daily basis, and yet reliable predictions regarding scope, schedule, cost and quality can be documented within a week. Is this genuinely the case?

09:54 pm August 13, 2019

As mentioned in the Scrum guide, "Scrum is a framework for developing, delivering, and sustaining complex products". It tends to work best when you are working with some level of uncertainty and need to be able to adapt to changing circumstances on a regular basis and need to give stakeholders a great deal of visibility and transparency into the way work is happening. Does your work in operations and maintenance for wind turbines sound like this? If your work is more certain or plannable or your work is very interrupt driven and you can't plan a week or so out, then Scrum is likely not a good fit for your work.

That said, you may find benefit in some Scrum practices. Having a single person accountable for ensuring the value of the team is maximized (a Product Owner). Having a cross-functional, self-organizing team of people to take on the work at hand (Development Team). Having the team regularly, perhaps even daily, meet to review and adjust plans (Daily Scrum). Meeting to inspect the team's methods and approaches to working on a regular basis (Sprint Retrospective). Individually, or in some combination, one or more Scrum practices may add value to your team. But unless you are enacting all of them and conforming to the rules of the Scrum Guide, you aren't doing Scrum.