{"id":17803,"date":"2019-11-21T00:00:00","date_gmt":"2019-11-21T06:00:00","guid":{"rendered":"https:\/\/blog.planview.com\/agile-marketing-teams-is-kanban-a-keeper-when-scrum-is-a-struggle\/"},"modified":"2019-11-21T00:00:00","modified_gmt":"2019-11-21T06:00:00","slug":"agile-marketing-teams-is-kanban-a-keeper-when-scrum-is-a-struggle","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/agile-marketing-teams-is-kanban-a-keeper-when-scrum-is-a-struggle\/","title":{"rendered":"Agile Marketing Teams: Is Kanban a Keeper When Scrum is a Struggle?"},"content":{"rendered":"

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Let’s start with this: if the title of this article implied that the next few hundred words would be an all-out attack on the use of Scrum in agile marketing, then rest assured (or conversely, sorry to disappoint), that’s not the game plan.<\/p>\n

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Scrum works quite well for some agile marketing teams. Some, that is — but not all. This is because some teams struggle with the significant culture change that Scrum demands; most notably the intense, and sometimes overwhelming pressure to release new iterations in short periods of time (i.e. sprints). Sacrificing individual achievements in favor of team goals can also be a struggle. This is not because team members are selfish of self-absorbed (at least, most of them aren’t!), but because this represents a dramatic paradigm shift from what they’ve experienced for years. With Scrum, seniority doesn’t matter. In fact, IT teams that subscribe to a pure, by-the-manifesto Scrum approach don’t even have lofty job titles with labels like “Senior” and “Specialist.” There are only roles, like product owner, scrum master, and developer.<\/p>\n

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