Project Management In Transition – The Challenges of Complex Projects

Projects are becoming increasingly complex – this affects the industry in particular and many other areas. The reasons for this are primarily the following three:

• Product development is confronted with new customer requirements due to advances in software and technology.
• The product development times have to get shorter and shorter due to international competitive pressure.
• The project members have to work together across borders, coordinate tasks and coordinate in a targeted manner.

The last point, in particular, is an important key factor for the project’s success. If interdisciplinary cooperation does not function smoothly and unforeseen problems arise. As a result, this can lead to considerable delays in the project process and sometimes to major economic damage – as the airport in Berlin has shown, for example.

To make matters worse, the need for more skilled workers can also severely hamper the implementation of large-scale projects. In this case, the main reasons are:

• The necessary qualifications need to be included.

• The positions are often held for up to five years.

• Mental illnesses in the form of overwork or burnout are increasing.

Rigidity Was Yesterday – More Agility Instead of Strict Planning is Required.

The challenges mentioned inevitably mean that the path leads from classic, planning-oriented project management to agile approaches. Inertia and inflexibility due to rigid processes are the killer argument for many companies today.

With agile project management approaches like Scrum, companies can control their processes more dynamically and flexibly. This is because an agile approach entails less planning effort, less management pressure, and faster product cycles and requires it. This means that sudden changes and customer requests can be reacted to much more quickly.

Scrum In Practice – The Rugby Method In Agile Project Management

Among the many agile project management methods, one has emerged in recent years and has become the standard for managing complex products and projects – the so-called Scrum.
Scrum comes from rugby sport, which means “orderly scrum.” The term comes from the fact that at the beginning of each period of play, the rugby team rearranges, puts their heads together, and attacks together.
And that can be perfectly transferred to project management. Scrum also aims to tackle a complex project together, to play flexibly, and to master the challenge as a team. Teamwork mode instead of lone fighter mode is announced.
The agile method was originally designed for software development. However, Scrum has also gained importance in physical product development in recent years.

Goals And Advantages – That’s Behind The Scrum Method.

Scrum primarily relies on the self-organization of the project team. Values ​​such as openness, respect, and trust are emphasized. This fulfills two important requirements for Scrum: Direct communication with each other and short feedback loops on the status quo of the project.

The Primary Goals of Scrum Are, Therefore:

• The ability to react quickly to changing customer requirements

• The short time-to-market of the new product to be developed

• The higher quality and, thus also, customer satisfaction

• The optimized interfaces to specialist departments, such as purchasing or production

• Recognizing possible undesirable developments at an early stage and reducing costs

In short, this means: With Scrum, you develop something, analyze the errors in the product and process and then improve the specifications to iron out the errors found.

Also Read: Decision-Making Tools In Project Management

Knowing How – This Is How Scrum Works In Practice.

Successful project management requires flexible and agile work. There are defined rules, roles, and meetings for working according to the Scrum method to ensure maximum transparency and the most efficient work possible. The roles and tasks in a Scrum Team must be clearly defined, and processes must be adhered to. There are usually three important roles in a classic Scrum team, which we will explain in more detail below.

There Are Three Roles To Fill.

Product Owner

The Product Owner is a single person who defines and prioritizes the project’s technical requirements. Its primary purpose is to maximize the business value of the implemented software. He is in contact with the customer and, in regular exchanges, clarifies his requirements for the product. The product owner must have a good overview and decide where the greatest added value for his customer lies. He represents the customers’ interests and has a very clear vision of the final product. The product owner writes down the tasks to be completed and prioritizes them.

Scrum Master

The title “Scrum Master” may give the impression that he is at the top of the hierarchy. The Scrum Master acts more as a process manager who optimizes the Scrum process. As a servant leader, he coaches his team members and has to convince them that his ideas make sense. He clears away obstacles in a team to enable undisturbed work. The Scrum Master supports the product owner and acts as a moderator who controls the communication between the product owner and the development team.

Development team

The development team usually consists of 3-9 people with the same function. The team implements the requirements in the product backlog and works through tasks in weekly sprints. The team organizes itself and decides how they want to implement the requirements.

Keep In Mind – 8 Things You Should Remember About Scrum.

Nothing works without a good Scrum Master – because this one:

• Ensures that all project members follow the rules
• Does not tolerate any deviations from the plan during a project phase
• Makes sure that set deadlines are met
• He makes his team’s job easier by keeping problems away.
• He does not allow his team to be distracted or encouraged to multitask
• Acts as a protector for his team
• He is always the first point of contact for his project team.
• Obtain the required or missing resources.

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