Yellow Sprint is the perfect scrum approach when you want to roll out IT projects quickly and flexibly in your organisation and in the supply chain. In short-cycle sub-projects called ‘sprints’, you achieve maximum results in record time. Yellowstar works with sprint themes, where every sprint has the same scale in terms of effort and costs, but the expertise in the sprint alternates for each theme. This produces greater functionality than the classic scrum method, so you get the most out of a progressive insight instead of being frightened off.
A small committed team with short lines and clear objectives keeps things moving. With Yellow Sprint, you can use your new insights in the next sub-project. That way, you keep the flexibility you need to adapt to changes and new insights. Yellow Sprint introduces a positive flow in your organisation and speeds up your processes so that you can grow further. This gives you clear project results so that you have a workable solution for the business. A company that uses Sprint also controls the project result and budget.
Ensures that you can continue to grow
Flexibility to anticipate changes
All roles are clearly distributed
By streamlining and optimising the organisation
Positive workflow results in flywheel effect
Space for progressive insight
Yellow Sprint is the scrum working method where a large-scale IT project is split into smaller parts with budget and control moments. Every scrum project consists of at least three sprints that lead to a workable part-solution. Every sprint runs according to a fixed process and starts with a stand-up session at the scrum table. The scrum Master controls the project structure (the story), the definition of the objectives and the consensus (the Planning Poker sessions), the Sprint delivery sessions and the retrospective sessions with points for improvement. Scrum Ready sessions are the ideal preparation for Yellow Sprint and an agile supply chain.
A Yellow Sprint team consists of the members:
The client will at least fill in the role of Product Owner (responsible for the budget) and appoint project board members.
Yellowstar's Scrum projects consist of three phases:
Yellowstar is in charge of the project management, the delivery of the agreed scope, the planning and the future-proof architecture. The client/customer determines the definition of the scope, the prioritisation and the testing procedure. Then there are the two people who always play a central role: the scrum Master and the Project Owner. They are qualified and sufficiently skilled to quickly make choices and, together with the other parties, form a team that puts in a great team performance in close consultation.
Yellow Sprint immediately puts new insights into practice and can quickly adapt to market changes. In the past, many IT projects were set up in line with the waterfall method. The requirements were defined in advance with no space for new insights during the development. These were long-term projects in which a short delay led to problems elsewhere in the project. When delivering the project, everything had to make way for a huge wave of changes that often met with resistance. At Yellow Sprint, the focus is being agile: working with manageable sub-projects in a committed team with clear roles, a common goal and a clear focus. Yellow Sprint supplies a workable result in a short time and on budget. The changes in the organisation are introduced gradually, and feedback from users is taken into account during the next phase. This generates support among users, who become accustomed to the process of continuous improvement using the agile software development technique. They also immediately experience the advantages and have the feeling that they can influence the process.
Over a period of six months, retail chain Blokker has completely restructured its supply chain from the Far East. Using Yellowstar’s Star Flow Supply Chain, every order is now fully transparent and controllable, from the factory in China to the warehouse in Geldermalsen. Read the case study.Read more →
Anyone who can proactively anticipate at the front end of increasingly complex chains, will avoid situations of being overtaken by developments and having to solve problems in the subsequent links. In other words ‘management by reception’ instead of ‘management by exception’.Read more →
To optimize internal processes, a Yellowstar data integration solution was recently put into use. This technology allows Rensa Family Company to continue to innovate and improve its services.Read more →