What is the role of the implement phase in Scrum and how are deliverables created?

IMPLEMENT

The Implement phase is related to the execution of the tasks and activities to create a project’s product. These activities include creating the various deliverables, conducting daily standup meetings, and grooming (i.e., reviewing, fine-tuning, and regularly updating) the product backlog at regular intervals.

Implement, as defined in the Scrum Body of Knowledge (SBOK^™), is applicable to the following:

• Portfolios, programs, and/or projects in any industry
• Products, services, or any other results to be delivered to stakeholders
• Projects of any size or complexity

The term “product” in this Body of Knowledge may refer to a product, service, or other deliverable. Scrum can be applied effectively to any project in any industry—from small projects or teams with as few as six team members to large, complex projects with up to several hundred team members.
To facilitate the best application of the Scrum framework, this chapter identifies inputs, tools, and outputs for each process as either “mandatory” or “optional.” Inputs, tools, and outputs denoted by asterisks (*) are mandatory, whereas those with no asterisks are optional.
It is recommended that the Scrum Team and those individuals being introduced to the Scrum framework and processes focus primarily on the mandatory inputs, tools, and outputs; while Product Owners, Scrum Masters, and other more experienced Scrum practitioners strive to attain a more thorough knowledge of the information in this entire chapter. It is also important to realize that although all processes are defined uniquely in the SBOK^™, they are not necessarily performed sequentially or separately. At times, it may be more appropriate to combine some processes, depending on the specific requirements for each project.
This chapter is written from the perspective of one Scrum Team working on one Sprint to produce potentially shippable Deliverables as part of a larger project. However, the information described is equally applicable to entire projects, programs, and portfolios. Additional information pertaining to the use of Scrum for projects, programs, and portfolios is available in chapters 2 through 7, which cover Scrum principles and Scrum aspects.

Create Deliverables

In this process, the Scrum Team works on the tasks in the Sprint Backlog to create Sprint Deliverables. A Scrumboard is often used to track the work and activities being carried out. Issues or problems being faced by the Scrum Team could be updated in an Impediment Log.

Scrum and Project Management

A role such as that of a project manager doesn’t exist in Scrum. But, in the organization there are project managers. Then, what is the role of the project manager in the event of the team migrating to Scrum. Well this question has been asked so many times, however the answers are different and are conflicting.
Let’s take up an example to understand this. Mike is a Project Manager and his project is about to migrate to Scrum. From a very long time, Mike is working as a manager in his career. Mike has respected his team mates and trusted them to be responsible about their jobs. His ideology about the finest approach to obtain the outcomes is to develop a team of exceedingly driven professionals, set goals, take initiatives and ensure all needed resources towards their work are there without obstacles. The team looks up to Mike if they have any problems or concerns, as they feel quite at ease intimating project estimates to him because of no “Boss pressure”. He is always careful of their requirements with high importance. It has always been Mike’s goal to enable and support effective communication, prevent and resolve clashes, eliminate obstacles, and make certain maximum prominence into the project for all the involved stakeholders.
Would Mike be a good Scrum Master for his team? Yes, he will be a good Scrum Master.
The product owner is equally vital as the Scrum Master. In the absence of an effective and efficient product owner, the project is unlikely to succeed. Preferably the role of product owner should be undertaken by the client, who isn’t always plausible or the client is very engrossed with something that, though formally it is the product owner but whom always finds availability at all times to the team a major inability.
In this situation, there is a necessity for a product owner, or substitution product owner, indigenous to the team. A likely candidate can be the project manager. Interacting and working with numerous stakeholders to convert an incessant flow of change requests into a prioritized list is something the project manager can fare well as he would have prior experience on that.

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