How does SCRUM answer the usual questions – „what, when, and how much?”

Clients are often reluctant to contracting SCRUM-based projects due to some difficulties associated with top-down definition of a binding cost and deadline for the delivery. However, in fact, SCRUM can help smooth project delivery and reduce the risks directly associated with the Waterfall approach. One cannot ignore the question regarding cost and delivery time. When considering the implementation of a project in SCRUM you need to change your perspective. In this case, the most important questions are not: what, when and how much, but what value can I deliver to my company in the shortest possible time. In SCRUM the work is planned in such a way that already after the first Sprint (2-4 weeks) the Client gets a working part of the solution, e.g. a selected module or process. Practically, this means that with each subsequent Sprint the Client has the opportunity to review the product, and adjust his expectations concerning further work. These modifications are based not on complex documentation, but on a fragment of working software.

In the case of SCRUM projects, the supplier usually offers the team that has the competences to perform the work related to the implementation ahead. The team and the project are initially calibrated taking into account parameters such as the size of the team (how many people in specific roles) and the number of Sprints. In the context of this approach, the questions what, when and how much can be answered as follows:

  • “What?” It is assumed that the Client’s initial requirements are met and the project team is sized under this assumption. However, in this approach, it is perfectly acceptable to change the initial scope of work. In the end, the Team may deliver different scope of work than assumed of course if the Client expresses such a business need during the project execution. This ensures that the product meets the Client’s real needs and brings real value to their organisation.
  • “When?” The SCRUM Team delivers software in an incremental form with the assumption that after each Sprint lasting 2-4 weeks the Client receives specific functionalities that can be put into production. The Product Owner determines whether the set of functionalities constituting the sum of increments made in the previous Sprints is consistent with his expectations and whether the project can be considered complete.
  • “How much?” This question is much easier to answer than the two above. The cost of a SCRUM project is the number of planned sprints multiplied by a predefined Sprint cost. Sprint cost is the result of multiplying the number of Man Days (MD) in a Sprint, by the cost per MD of each team member.
Share on linkedin
Share on facebook
Share on twitter

You may also find interesting:

Technical

Product Design Sprint

Design Sprint is a process of business problems solving developed by Google Ventures. It was created to help start-ups build better products. We adapted this method to the requirements of big organizations.

Technical

Design-Driven Innovation

Innovation is often about changing the meaning of what a product or a service is and what it offers its users. This is the core of the design.

Technical

UX & Visual Design

Interfaces, processes, and ecosystems, improve customer journeys, help to increase sales, and provide better customer service. We combine business and users’ needs to create digital products that make money.

Technical

Scrum at a glance

SCRUM has become the dominant approach to organising project work. The high variability of the economic and legal environment forces companies to increase the speed of adaptation.

Technical

SCRUM – how it looks like in practice

The main advantage of the SCRUM framework is that it is uncomplicated and easy to implement. It requires a bit of experience, but it brings measurable benefits.

Ask a question

We would be glad to talk with you about your needs and ideas.

Ask a question

We would be glad to talk with you about your needs and ideas.

Grzegorz Glica

Chief Technology Officer

grzegorz.glica@fabrity.pl
+48 667 880 552