Completing a project as a team is one the fundamental elements of the current professional climate. Getting internal and external projects, ranging from the IT sector to the construction development, to work together efficiently and effectively is a common challenge faced by almost every organization. Fortunately, management architects have developed multiple strategies to tackle projects. One of the most highly adopted is the scrum method.
Differing greatly from the traditional "waterfall" or "relay" approach to project management methodology, scrum emphasizes the importance of a cross-functional team that pushes forward together to a collective goal - the project's success. Implementing such tactics as "daily scrums" in which all members of the team are held accountable for their accomplishments, current tasks, and potential obstacles, scrum attempts to create a real "team" amongst the members so that individuals must move forward together. This is similar to what occurs within a scrum on the rugby field.
This holistic approach doesn't just embrace the importance of progressing as a team. It also raises several important question that highlight potential inefficiencies within an organization, specifically related to resource allocation, accountability, and task management. Not to be overlooked, the approach taken even from the smallest projects within an organization can ultimately define overall success.
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