Large projects often take a lot of time, and it is not all that rare that, at the end of excessively long development work, you end up with a finished product which, to a certain extent, fulfills the requirements – however, without any real value in it. This can happen due to the parameters of the market having meanwhile changed significantly, or due to the Principal and developers having entirely failed to understand one another and make themselves understood when communicating with one another. Experienced project managers will remember such scenarios from a variety of other angles. Scrum, however, offers a way out of the maze of intimidating project situations, since it pursues an iterative approach, implemented in small steps, where all those involved cooperate closely.
This is because, using the Scrum method, all decisions are taken based on experience. Consequently, the framework is based on three pillars: transparency, review and adaptation. The product is developed, and potentially delivered, by taking small steps, which are known as increments. The project progress is made transparent to all parties involved on fixed dates (known as events, also cf. stages), reviewed, and – if necessary – adapted. Both the requirements of the product and its individual components, as well as the entire process, can be improved at any time within the scope of these events. Thus, the value loss trap outlined above is suitably avoided. A product with genuine benefits is the outcome.