Can scrum agile project management be used effectively in a digital agency ?

Yes, it can but it needs time and mastery.

The word “agile” always leads many individuals to think of Scrum. On the other hand, agencies do not need to use Scrum to work in an agile way. Scrum is a process model, which characterizes explicit roles, rules, and strategies. Agility is a code of accepted rules and a corporate culture, which is totally autonomous of Scrum. Or then again, all in all: Scrum doesn’t work without agility. Be that as it may, agility functions admirably without Scrum.

Numerous agile digital agencies use Scrum for project management, however, others lean toward Kanban or take on chosen innovation tools, like Design Thinking or Design Sprints, for innovative strategies. Steady, self-coordinating groups, which communicate harmoniously, freely recognize issues, and find suitable solutions, lie at the heart of agile agencies.

Which project management techniques and which agile tools are utilized are auxiliary and contrasts from one agency to another. As a rule, most of the agility pioneers offer this advice — don’t become assimilated in sets of rules, yet rather start fearlessly and adapt processes to your own agency if fundamental.

Genuine Agility Is More Than Just A Method

Because the Project Manager unexpectedly turns into a Scrum Master or Product Owner and the biggest deliverable is packaged in short Sprints, this doesn’t imply that every one of the issues and shortcomings of traditional project management is settled overnight

There needs to be a change in thinking inside the organization and by every individual representative. If there is not an agile mindset, agile processes will fail. The “switch” to self-association and individual obligation, for instance, is similarly difficult for all employees. Even for management, surrendering responsibility and losing control is regularly a troublesome process.

Considering failures to be learning opportunities and handling shortcomings is additionally also a typical obstruction to agile transformation. There are different entanglements to agile tenders and estimating models, overall when there is an “agility gap” between the customer and the agency. As a matter of fact, planning and signing tenders, which are not founded on fixed specifications however on estimates, is initially difficult for the two sides.

We know from our own experience that agile transformation of a digital agency is a process that requires mastery and, thusly, time. Even we have not yet accomplished our aim, yet enhancements are as of now noticeable.