Conclusions

The Service1st, Tree, and Lapsec projects were all so complex that the usual project planning and control practices had failed. All of the projects required the close synchronization of multiple activities. All of the projects had multiple teams working simultaneously to produce a demonstrable product within a short period of time. And all of them were floundering as the teams tried to figure out how they should start and how they should recast their situations and create actionable plans.

Out-of-the-box Scrum doesn’t have practices that address the complexities of every project. However, ScrumMasters have only to refer back to Scrum theory to find Scrum practices that can be readily adapted to handle even the most complex projects. ...

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