Scrum in communication design

A brief practical guide to applying the Scrum method in communication design.

This short text is based on the findings of the doctoral thesis ‘Application of Scrum in Communication Design’, which investigated the use of this Agile method as a project management tool within the field of communication design.

Through rigorous scientific experiments, the aim was to understand how Scrum can improve the planning and management of a communication design project.

The following guide is aimed at professionals in the sector who already have some knowledge – however basic – of the Scrum method (for those with no prior knowledge, we recommend starting with the basics of Scrum). The aim is to provide practical tools to improve project management through an Agile approach.

Areas of application

Agile methods in general, including Scrum, are a set of values, practices and principles used in the management of products involving many variables and uncertainties, where emerging issues can be sensed but not predicted.

It can therefore be summarised that Scrum is well-suited to managing complex projects with unclear objectives.

The introduction of an Agile method such as Scrum entails a radical shift in the mindset of the organisation adopting it. For this reason, it is essential that the project’s stakeholders – whether the client or a direct representative of the client – actively participate in the production process, providing continuous feedback to the working team.

If this involvement is not possible, the Agile principle of client involvement is undermined, compromising the benefits expected from adopting the method.

In this specific context, Scrum is applied to the field of communication design, outside the strictly software-based sphere.

More precisely, this refers to the design of communicative artefacts – particularly visual ones – carried out by specialised professionals to solve problems posed by clients (Lussu, 2010).

In practice, this involves the creation of editorial projects such as book layout, the design of a typeface, a logo or a company’s communication materials, or the development of software interfaces, exhibition installations and other related activities.

Scrum can also be used effectively in combination with other methods or production phases, for example by aligning Sprint work cycles with existing editorial calendars.
Although, as mentioned, Scrum involves a transformation in project management and in the mindset of those who adopt it, its implementation may prove less disruptive than it might seem. In fact, the framework can be adapted to established organisational structures, integrating with existing processes.
As an empirical method, Scrum requires a trial phase and may present initial challenges. However, after a few weeks of settling in, the team becomes familiar with the method, making its application smoother and more effective.

It is not necessary for the team to have specific skills or prior experience with Scrum, as it has proven effective even in contexts where participants – such as students with little familiarity with the world of work – have been able to learn and apply it successfully.

Advantages of Scrum

As an Agile practice, Scrum addresses the needs initially expressed by the signatories of the Agile Manifesto, who, frustrated by a software industry more focused on documentation and development cycle planning than on customer satisfaction, sought new ways of managing work.
Just as was the case in the software sector in the past, Agile methods can now offer valuable support in other fields, such as communication design, to improve responses to customers, increase their satisfaction and foster more effective collaboration with the team.
Another area where Scrum can bring benefits is coordination between the design and development departments. In fact, development teams often find themselves having to implement a project received sequentially from a previous design stage, without any real integration between the two phases.
Scrum helps improve the team’s efficiency, enabling them to independently remove obstacles that arise during the work, without having to resort to external support. This approach allows the team to continuously refine both their technical skills and their ability to collaborate.

Practical Guide

Below are some practical suggestions for the effective application of Scrum in the context of communication design, derived from research findings and experience gained during field trials.

The Scrum Guide is the primary reference for project management and should be consulted for any queries regarding the application of the method.
Analysis of data relating to team velocity does not reveal any real benefits to using numerical estimates. It is therefore recommended to adopt estimates based on perceptual assessment, leaving the team free to determine the number of tasks to take on in each Sprint.
There is no significant advantage to holding retrospectives at fixed intervals, although they are still effective. Therefore, they can be organised at a frequency determined by the team.
An initial project planning phase is required to provide a long-term vision, going beyond the short Sprint cycle. To this end, events such as Storymapping can be useful.
The use of visual management tools, such as Scrum boards, is essential, utilising dedicated software such as Jira, Trello or Notion.
Scrum can be integrated with other project management methods, for example by adapting the duration and frequency of Sprints to align them with product release or review schedules.
Client involvement is essential, whether directly or through a representative or stakeholder who plays an active role and has decision-making autonomy.
It is important to provide stakeholders with a method or opportunity to clearly and explicitly communicate their level of satisfaction with the project, thereby providing effective feedback to the team.
Scrum has proven effective in improving interaction between designers and developers, provided they work within the same team rather than in separate groups.
Difficulties are encountered in defining clear ‘Definitions of Done’ for interface design tasks, compared to those for development. It is advisable to consider the approach proposed by Cooper & Sommer (2016), according to which a task is considered complete when it is tangible and can be reviewed by an expert.

Conclusions

This brief guide, a summary of a more structured text and the result of three years of study and fieldwork for an industrial PhD thesis, is intended as a model for applying Scrum, in line with the principles of the Scrum Guide.

It is not intended to revolutionise the use of Scrum practices nor to present itself as an absolute truth to be followed to the letter, but rather to offer support in applying an empirical and adaptable framework, the effectiveness of which depends on practical experience.

For this reason, it is suggested that Scrum be applied as outlined in this text, always using the official Scrum Guide as the primary reference and adapting the method to suit one’s own needs.

Frequently Asked Questions

How long does it take to build an efficient team?

Even without prior experience, the team can show significant improvements in its ability to self-organise after just the first few work iterations, although a good familiarity with the Scrum method is an advantage.

How is a team’s cost determined?

The third Agile value, ‘Collaboration with the customer rather than contract negotiation’, emphasises that a team’s cost is determined through open and collaborative discussion between the customer and the supplier. This may take the form, for example, of setting objectives to be achieved within a specified number of work cycles, or a multi-month contract with a team that has the flexibility to respond to the market needs expressed by the customer.

How do you work to a fixed deadline without long-term planning?

Scrum can be integrated into existing work schedules and deadlines by incorporating its sprints into the overall planning. In this way, it is possible to capitalise on the benefits offered by the short review cycles characteristic of the Scrum method.

What is the maximum number of people a team should consist of?

The Scrum Guide specifies a minimum of three and a maximum of nine people to form a team; beyond this number, management becomes more complex and one should resort to forms of ‘scaled’ Scrum.

How do you coordinate teams working on different aspects of a project (for example, design, development, content)?

It is always advisable for everyone contributing to a project to work within the same team. In this case too, the work phases must be planned in advance; for example, the design phase must still take place in a work cycle preceding the development phase.