The main aspects of the introduction of Scrum methodology in the production management of innovative enterprises

Abstract

The history of the emergence of agile methodologies, namely the SCRUM approach, begins as a result of a sharp increase in technical progress and new requirements for the market of innovative technologies. Old methodologies are unable to provide flexible, fast and innovative production, as a result of which companies cannot stay in the market. The paper examines in consequence of what the SCRUM methodology appeared, what factors appeared on it and what problem it solved first of all. It also describes what SCRUM is in general, basic concepts, terminology, and events related to this area. Three main components of the modern approach are studied in detail, namely, what is a SCRUM board, what it is, what columns are recommended to be added and how to use it; four types of rallies, what is the main goal of everyone, who should attend them, what questions should be answered and the optimal time for holding; how sprint planning works, what problems may arise and what tools can be used in this case. It describes how to competently introduce the three main components into production, while maintaining high efficiency of teams and the enterprise as a whole, as well as how not to remain without the loss of unnecessary resources. They study who a SCRUM master is and why he is a key person when using the methodology, and who is a product owner and what functions he is obliged to do. The problem of integrating the methodology into large enterprises, where teams of 20 or more people are created, is considered and solved, and the problem of the company's scalability is also solved. Throughout the paper, examples and recommendations from real experience are provided. The conclusion describes what the methodology is and its main ideas, and also touches upon the need for a Scum-master.