Scrum outside of development: the main differences

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To optimize work processes, about a year ago the sales department decided to assemble a cross-functional lead generation team, which included representatives from the marketing, product, and sales departments, and scrum was chosen for internal interaction.

By launching such a team, we helped the company's various departments to synchronize, and also created a single entry point for the internal customer. That is, something like an internal agency appeared in the company, where colleagues from different teams come with their tasks.

In turn, we, members of the cross-functional team, study them comprehensively, ask counter questions, estimate how much time and resources will be needed to complete them, and offer the optimal azerbaijan telegram solution, which is then implemented with the transparency inherent in Scrum: at any time, the customer can come and look at the Kanban board to see how the process is progressing.

How does the use of scrum methodology in such a cross-functional team differ from its use in development?

In development, the team's goal is to create a finished product: it is this product that is "shipped" to the customer piece by piece at the end of each sprint. At the same time, in many other areas there may not be a final product, which, however, does not interfere with the effective use of scrum. Instead of development stages, the team is simply given specific goals expressed in achieving certain indicators.

So, in our lead generation scrum team, this role is played by the number of leads that we must pass on to the sales department per quarter. Leads are divided by acquisition channels, each of which has its own responsible person.

It is important to understand that we have slightly optimized the framework for our goals and objectives. For example, we use asynchronous daily text standups, not synchronous ones - that is, instead of holding calls, we write about our progress, plans and obstacles that have arisen in the work in the general chat at a convenient time.

We also hold team meetings, but only twice a week: when we plan the sprint and summarize its results. We also hold brainstorming sessions a little less often: usually in one meeting we manage to generate a lot of ideas, enough for a month in advance.

It is important to note that we started with canonical scrum and very gradually adjusted it to suit ourselves – it took us several months to reach an interaction format acceptable for our team.

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