Start of the workshop

• 9:10 am

Introduction

• Introduction as to why we are here
• Short introduction of the workshop leader
• Everyone should briefly introduce themselves and then say why they have selected the workshop
  • Especially many already work a lot with to-do lists
  • Some are taking on new tasks in the Student council and want to structure themselves beforehand

Definition of project

• Limited in time
• One-off project

Definition of project management

• All tasks, techniques and means for the successful completion of a project

Differentiation between classic and agile project management

• In classic project management, stable requirements are defined in advance and an overall result is available at the end
• In agile project management, dynamic requirements are at the centre, whereby continuous adaptation and delivery of results should take place

Experience in project management

• Many have experience from their professional life or studies (especially events (Bufak), experience from the semester abroad during their studies)
• But there are also participants who have had nothing to do with project management so far

Scrum

• No clear origin, previously used in product development
• Originates from software development
• Scrum (English = scrum)
• Not a method but an approach
• The focus is on empirical process control
  • Transparency
  • Regular inspections
  • Continuous adaptations
• No more hierarchies but a team
• Scrummaster has a regulating function but no hierarchical function
• Product owner is the person who bears responsibility (e.g. if damage occurs) and knows the industry well

To-do list 2.0

• In a normal to-do list, enumerate tasks and then work through them one by one
• Division into different areas, which are then subdivided into various tasks and the processing status is determined
  • The respective tasks are derived from the categories
  • The transparency factor is also central to this in order to enable people to provide support if some people are stuck with the task
  • Of course, this also makes it possible to continuously adapt the tasks

Students report on their experiences with Scrum

• Reference to teams in which this form can be implemented well
• Detached from fixed hierarchies
• Report of the student from professional life
  • Sprint lasted 4 weeks
  • Every morning, everyone checked whether they had completed all the tasks assigned to them and then took on other tasks if necessary
  • Goals in the sprints must be brief and should be realisable in the time of a sprint
  • When creating the individual sprints, the scrum master checks whether this fits into the overall picture and leads to the intended goal
• Idea of a participant to play this out using the example of a Christmas party
• A good tool should be used to motivate employees and participants (e.g. Microsoft Teams, where a red bell appears if the participant has not completed the tasks. As everyone can see this, you don't want this to happen and it is therefore an indirect motivation to complete the tasks)
• One participant also reported that they had publicly presented what still needed to be done at the end of projects and that this was then also said if there was a person who had not completed the tasks. However, the workshop leader also pointed out that he had had bad experiences with this methodology.
• Motivational incentives should also be created
  • e.g. If a party is planned, then you get a helper ribbon and then, for example, get free food or something similar

Application of the knowledge gained to an example of the participants

• Example of a mulled wine party
  • Category
    • Location
  • Tasks
    • Decoration
    • Personnel
  • Category
    • Food/Drinks
  • Category
    • music
  • Duties
    • Alcohol
    • Bread roll
    • Technology

• The group then meets every fortnight to clarify how things have worked and to determine the respective processing status. Once the task has been completed, it is marked as Done.