Real Impact, Real Results:
Agile Success Stories in the Social Sector
Can a framework designed for speed actually work in the mission-driven world of nonprofits? The answer is a resounding yes.
We’ve documented how organizations of all sizes—from local grassroots teams to global foundations—are using the Scrum Framework to beat burnout, increase transparency with donors, and deliver more impact in less time. Explore our collection of case studies to see how Agile principles are being applied to fundraising, grant management, and community programming.
Case Study Menu
Hear from JJ Sutherland, CEO of Scrum, Inc. who also has personal experience using Agile in the nonprofit field. This is a great overview of how the Scrum framework can work in your nonprofit.
Using Sprints in Nonprofits
Eric Ressler from Cosmic
The Challenge: Nonprofits often struggle with “overthinking” and academic processes that stall real-world progress. Projects frequently get caught in long planning cycles (the “Mad Men” model) where stakeholders aren’t consulted for months, leading to results that might not actually serve the community’s needs. Additionally, nonprofit leaders are often stretched thin, risking project momentum or timely feedback from executive decision-makers.
The Solution: Cosmic implements a Hybrid Agile/Sprint approach specifically tailored for consultative work:
- Weekly Sprint Cadence: They move away from “big reveals” to a weekly cycle of check-ins and demos.
- Demos Instead of Presentations: Instead of polished 30-slide decks, they show “messy” work in progress, wireframes, and prototypes to ensure alignment early and often.
- Stakeholder Integration: They bring Executive Directors and CEOs into the “meaningful sprints” (like creative direction or prototype looks) rather than just at the very beginning and very end.
- Breaking Down Work: They decompose large, overwhelming social-impact goals into small, “demo-able” chunks that can be completed in a week.
- Building Psychological Safety: They foster a culture of trust where it is safe to show imperfect work and be vulnerable about what isn’t working yet.
The Result:
- Astounding Speed: One local government client (Santa Cruz Economic Development) launched a new brand, a large website, a video series, and 4,000 photos in just 16 weeks.
- Internal Adoption: As a result, clients frequently want to try the methodology, implementing standing weekly meetings and “blocker” discussions in their own internal programs.
- Higher Impact: By testing and prototyping quickly, nonprofits ensure that their services actually benefit their primary audience rather than just matching a theoretical plan.
- Efficiency: The standing meeting cadence reduces the need for ad-hoc scheduling and minimizes “context switching” throughout the week.
Why? Eric believes that Agile is a “philosophy of how to create progress.” While originally designed for software, Agile embodies the universal principles of respect, rapid prototyping, and breaking down complex problems. For nonprofits, this approach shifts the focus from “perfection” to “progress,” allowing them to be more Agile in their pursuit of social change and ensuring that precious resources aren’t wasted on ideas that haven’t been validated by their constituents.
Agile Values
- Individuals and interactions OVER processes and tools
- Working product OVER comprehensive documentation
- Customer collaboration OVER contract negotiation
Scrum Values
- Openness
- Focus
- Commitment
Founding a Nonprofits Using Sprints
Eric Engelmann from NewBoCo
The Challenge: Eric Engelmann wanted to start a nonprofit that didn’t feel “moribund” or resistant to change. He faced the challenge of building an organization in a rapidly shifting environment (starting with entrepreneurship and expanding into technical talent and education). He specifically wanted to avoid traditional, rigid nonprofit hierarchies that often slow down decision-making and prevent a truly entrepreneurial spirit. Later, the organization faced the sudden challenge of the COVID-19 pandemic, which required them to move in-person programs—like their code school and “EntreFest” event—to a virtual format almost overnight.
The Solution: Eric implemented Scrum and Agile values from the ground up:
- Organizational Design: They “ripped out the hierarchy,” opting for a structure of small, distinct teams (now six or seven) that own specific programs and have complete visibility to the end customer.
- Transparency: To build radical trust, they implemented extreme transparency, including public Slack channels, open budgets, and transparent salary data accessible to all staff.
- Visual Work: They created Scrum boards (moving to electronic versions during the pandemic) to make all work visible.
- Flexible Resource Sharing: Instead of siloed departments, they “load-balanced” resources, like Marketing, across different teams based on priority.
- Feedback Loops: They continue to hold regular All-Hands meetings and Retrospectives where employees are encouraged to exercise “courage” and “honesty,” even regarding sensitive topics like organizational diversity.
The Result:
- Rapid Growth: The organization grew from two people and one program to 19 people managing dozens of successful initiatives across three core groups (entrepreneurship, education, and corporate).
- Resilience: During the pandemic, the team successfully transitioned their in-person code school and massive events to virtual formats, actually expanding their reach to a national audience.
- High Accountability: By decentralizing decision-making, staff members act as owners of their programs, allowing the Executive Director to serve as an advisor rather than a “maestro organizer.”
- Equity and Trust: The transparent salary model eliminated behind-the-scenes negotiations and helped mitigate gender and racial pay discrimination.
Why? Eric implemented this because he believed that for a nonprofit to make a real difference, it must be able to respond to the needs of its constituents as quickly as a startup responds to its customers. He realized that traditional organizational designs often stifle the very “entrepreneurial spirit” needed to solve complex social issues. By basing the culture on the core Scrum values of courage, focus, commitment, respect, and openness, NewBoCo created a culture where the people closest to the work have the power to make the best decisions.
Agile Values
- Individuals and interactions OVER processes and tools
- Working product OVER comprehensive documentation
- Customer collaboration OVER contract negotiation
Scrum Values
- Courage
- Commitment
Using Releases in a Nonprofit
Beth Tuttle, METStrategies - Formerly of DataArts
The Challenge: SMU DataArts was transitioning from being a project of a multi-billion-dollar foundation to a “scrappy,” independent nonprofit. They were managing the Cultural Data Profile (CDP), a massive technology platform used by tens of thousands of arts organizations and grantmakers. The organization faced a dual crisis: a code base that wasn’t robust enough to go national and a product that—although valuable to grantmakers—was a massive, non-user-friendly burden for the customer (the grant seekers who provided the data). They had to rebuild a complex platform while keeping the current one running, all with very limited technical staff and a culture accustomed to rigid, foundation-style processes.
The Solution: Guided by a technical partner serving as an “Agile whisperer,” the organization adopted Scrum and Agile as a core philosophy:
- Customer Voice as North Star: They committed to being customer-focused and data-informed, inviting grant seekers to help inform product development on the front end.
- Non-Technical Scrum Teams: They cross-trained staff—including playwrights, box office managers, and ballet dancers—to become Product Owners. These employees gathered requirements and wrote development stories, shifting from customer service roles into high-level product management.
- Iterative Releases: They moved away from “Ta-da!” moments and focused on early-to=market releases for continuous learning, even if products weren’t 100% perfect.
- Internal Sprinting: They used Sprints to deconstruct internal inefficiencies, such as customer service reps needing to log into six different programs to do their jobs.
The Result:
- Empowered Workforce: A core group of long-term employees became highly skilled in product management and self-organization, seeing the direct power of their creative work.
- Operational Lean-ness: Adopting a lean approach allowed the organization to survive the transition from a billion-dollar foundation to an independent entity, by reducing waste and lowering the cost of technical run rates.
- Deepened Relationships: By asking for feedback in iterative chunks, they turned disgruntled users into partners, bonding them more closely to the organization.
- Sustainability: The Agile framework became so ingrained that SMU DataArts continues to use these methodologies today to streamline the platform during new periods of economic distress for the arts sector.
Why? Beth implemented this framework because she realized that a “nimble and responsive” organization cannot survive on heavy, process-laden base models. She believed that “staying in your lane” stifles the creativity needed in a mission-driven organization. By prioritizing the beneficiary’s voice and giving employees the space to own projects, SMU DataArts moved from a state of “unsettling mashup” to a flexible, empowered culture capable of delivering twice the impact by focusing only on what truly added value to their community.
Agile Values
- Working product OVER comprehensive documentation
- Customer collaboration OVER contract negotiation
Scrum Values
- Openness
- Commitment
- Focus
Using Scrum in a Capital Campaign Process
Alice Ferris of Goal Busters Consulting
The Challenge: Lowell Observatory was running a comprehensive $54-million campaign with a total development team of only 10 people. This team was responsible not just for the campaign, but also for the annual fund, data entry, and all other fundraising operations. The primary challenges included:
- Resource Constraints: Traditional campaign management structures assumed much larger teams (e.g., separate marketing and major gift departments).
- Silos: Information and donor relationships were being “owned” by individuals, creating bottlenecks and slowing down donor handoffs.
- “Hamster Wheel” Fatigue: The team felt overwhelmed by a massive volume of tasks, leading to constant context-switching and a lack of visible progress.
The Solution: Alice introduced a modified version of the Scrum framework specifically tailored for fundraising:
- Two-Week Sprints: The team moved away from long-term, 12-month process plans to rigid two-week delivery cycles. Each Sprint focused on specific, achievable milestones.
- Sprint Reviews: Every two weeks, the team met for an hour to review what was accomplished and plan the next two weeks of work.
- Scrum Master Role: Alice stepped into the Scrum Master role, maintaining the backlog and helping the team stay focused on the highest-priority tasks.
- Outcome Focus: Instead of tracking “activities,” the team focused on specific outcomes they could control, ensuring they were moving the needle rather than just staying busy.
- Collaborative Donor Management: By breaking down silos, the team adopted a shared responsibility model, enabling donor relationships to move more quickly through the pipeline because everyone was aligned on the same campaign goals.
The Result:
- Exponential Revenue Growth: In 2018, the team raised $5.5 million. After implementing this focused model, they set and successfully achieved a $21 million goal for 2019.
- Elimination of Silos: Collaboration improved significantly, enabling faster handoffs and better communication within the small team.
- Frequent Small Wins: The Sprint model provided the team with regular successes, boosting morale and keeping them motivated throughout the long campaign.
- Strategic Clarity: The team learned to stop context-switching and instead focus on specific projects until they were done, leading to much higher productivity and less burnout.
Why? Alice believes that nonprofits are traditionally less able to prioritize, because everything feels important, leading to constant “intentional imbalance.” She implemented Scrum because it forces a radical focus on what actually moves the needle. For small teams with big missions, the ability to focus on one project at a time until an outcome is reached is transformational. As Alice puts it, even if a Sprint isn’t perfect, “you’ve moved the needle a little bit”—an approach that is far more productive than staying stuck on the “hamster wheel” of traditional nonprofit management.
Agile Values
- Customer collaboration OVER contract negotiation
Scrum Values
- Respect
- Commitment
Why a Grantmaking Organization Decided to Try Scrum
Jamie Cox, formerly of United Way of Northern New York
The Challenge: Jamie joined an organization with a “heads-down” culture that was not Agile in mindset or process. As a small team of five, they aimed to have the community impact of a much larger organization (a “500-person company impact”). The work was high-stakes and “VUCA” (volatile, uncertain, complex, and ambiguous), with community needs changing rapidly every month.
The Solution: Drawing on his background as a Marine Corps pilot and Fortune 500 leader, Jamie implemented formal Scrum to provide structure to an Agile mindset:
- The Wall of Work: Jamie created a high-visibility “wall of work” to track 20+ simultaneous projects and programs.
- Virtual Daily Stand-ups: Even during the pandemic, the team met for 15 minutes every morning to maintain focus, identify blockers, and create a safety net to prevent tasks from being dropped.
- Grantmaking Sprints: They broke the complex grant cycle into five to six distinct Sprints, with each Sprint containing up to 20 specific tasks.
- Human-Centered Design: Applied an Agile feedback loop to grantmaking, creating a tiered application process (less than $5k vs. more than $5k) to respect the limited resources of small volunteer-run partners like food pantries.
- Outcome-Based Metrics: Shifted from tracking simple activity metrics to measuring returns on investment and actual community outcomes.
The Result:
- Incredible Focus: Despite the small staff, the team became “incredibly focused,” managing a workload that would normally require a staff four times their size.
- Force Multiplication: The organization moved from “walking and chewing gum” to handling complex, simultaneous projects with proactive oversight rather than reactive scrambling.
- Responsive Community Support: Because they maintained a “heads-up” 50% external focus, they were able to pivot their distribution center’s supplies in real time as community needs in 2020 shifted from March to July.
- Better Stewardship: The refined grant process led to smarter investments and higher returns for the community’s stakeholders.
- Board Engagement: The board and community stakeholders began adopting Agile thinking.
Why? Jamie believes that nonprofits do themselves a disservice by wondering whether they should use Scrum. To him, Scrum is a game changer and a “force multiplier” that allows an organization to maximize its most precious resource: time. By embracing the “good walls” of the Scrum process, UWNNY was able to think without constraints and dramatically change the trajectory of its community impact.
Agile Values
- Customer collaboration OVER contract negotiation
Scrum Values
- Openness
- Courage
Why Nonprofit Leaders Might Add the Scrum Framework to Their Toolbox
Marc Pitman from The Fundraising Coach and The Concord Leadership Group
The Challenge: Marc faced the common challenge of the “solopreneur” and boutique consultant: projects dragging out, taking forever to complete, and lacking a sense of finality. In his coaching work, he observed many nonprofits “dying on the vine” because they developed programs in isolation without user feedback. Furthermore, he noted that most nonprofit leaders are driven by an urgent need to fix a social problem but often lack formal training in organizational development, leading to accidental structures, silos, and a “hamster wheel” of constant context-switching.
The Solution: Marc embraced the Scrum framework to bring formality to his leadership mindset:
- Two-Week Sprints: He adopted short, focused work cycles to ensure that something of value is delivered frequently, preventing projects from becoming disparate and unending.
- Minimum Viable Product (MVP): He emphasizes doing the minimum necessary to test an idea with users, ensuring that nonprofit services are what the community actually wants before committing to a full-scale investment.
- Retrospective with a Coaching Lens: Marc uses his expertise in the Enneagram (a nine-type personality typology) and Five Love Languages to deepen the Scrum Retrospective. He frames the “Inspect and Adapt” process around three core questions: What went well? What didn’t go as expected? What can we improve next time?
- Psychological Safety: To ensure that all voices (Aggressive, Dependent, and Withdrawn types) are heard, he utilizes non-verbal feedback tools and structured pre-meeting surveys to create a safe space for honest feedback.
The Result:
- Unlocked Leadership: By applying Scrum roles to his executive coaching, Marc helped a CEO “unlock” a stagnant department by identifying that the leader wasn’t acting as a clear Product Owner and that the “User Stories” were poorly defined.
- “Going Slowly” to Achieve High Velocity : By spending time on alignment and clarifying the “Definition of Done” early on, organizations achieve higher velocity and move forward more quickly.
- Culture of Philanthropy: Marc’s research (the “Wake Up Call” report) proved that organizational health—including clear planning and professional development—directly correlates with a high-performing fundraising culture.
- Sustainable Pace: The framework allows leaders to move from a state of intentional imbalance to a feasible ongoing rhythm where the team can celebrate successes rather than always jumping to the next “shiny object.”
Why? Marc believes that nonprofits often view fundraising and service delivery as separate “ends of a stick,” but they are part of one totality. He uses Scrum because it translates for-profit efficiency into the nonprofit sector without hindering the mission. Although the language of “bugs” or “defects” might feel stiff at first, the resulting clarity and focus allow nonprofits to stop context-switching and start delivering twice the impact in half the time by improving the way they work together.
Agile Values
- Individuals and interactions OVER processes and tools
Scrum Values
- Openness
- Respect
The Importance of Stakeholder Feedback
Dominic Bruno of New Brunswick NJ
The Challenge: Standard relief services for people experiencing homelessness often focus on top-down, “status quo” aid—providing what the organization thinks is needed (like basic shelter or food) without consulting those living the experience. Dominic, while experiencing homelessness himself during a summer heatwave in New Jersey, identified a counterintuitive need: sweaters. Despite the daytime heat, nights on elevated terrains were cold due to wind and sweat-soaked clothing. The challenge was convincing a new relief organization to provide something that seemed “illogical” to outsiders but was a high priority for the actual constituents.
The Solution: Dominic applied the core Agile principle of Customer Collaboration and Empiricism:
- Listening as a Lead Activity: Instead of following a rigid plan of what relief should look like, the team listened to the specific, lived experiences of the community.
- Direct Feedback Loops: They brought out the sweaters in response to direct requests from people on the street.
- Empowering the Constituent: They shifted the model from treating the community as passive recipients of aid to one that empowers the community to actively participate in identifying and alleviating its own situations.
- Volunteer Product Ownership: Dominic has applied these lessons in his current role as a volunteer Product Owner, ensuring that “User Stories” are driven by real-world value rather than organizational assumptions.
The Result:
- Radical Relationship Transformation: By providing sweaters, the organization proved that it truly understood the daily realities of those it served. This built deep trust and differentiated the nonprofit from larger, more rigid service providers.
- Community Empowerment: The community moved from being a target of aid to a partner in relief, creating a more dynamic and effective support network in New Brunswick.
- Full-Circle Impact: Dominic’s habit of listening and seeking diverse perspectives (from microfinance to emotional intelligence) eventually led him to leadership roles in the global Agile education movement, where he now works alongside world-renowned figures such as Muhammad Yunus.
Why? Dominic believes that the most important tip for any team is to “get out there and talk to people.” In the nonprofit world, we often develop “great ideas” in our offices that offer no value to the people on the ground. By listening—even to things that don’t immediately make sense, like sweaters in the summer—organizations can discover the “minimum viable” way to add real value. This habit of seeking the other person’s perspective ensures that the nonprofit remains responsive, relevant, and capable of creating an empowered, rather than dependent, community.
Agile Values
- Customer collaboration OVER contract negotiation
- Responding to change OVER following a plan
Scrum Values
- Openness
Using Agile in the Grant Writing Process
Jacquelyn Gitzes with MANNA
The Challenge: As a grant professional, Jax faced the constant “million different hats” reality of nonprofit work. The primary challenges included:
- Reactive Workflows: Being perpetually deadline-driven and operating in “emergency mode,” where tasks were completed only when they became urgent.
- Unsustainable Workload: Frequent “heroic efforts” requiring overtime and working through evenings to meet unmovable external funder deadlines.
- Isolation: As the dedicated grant writer, Jax often worked alone at a desk, needing a way to maintain momentum and organization without constant external supervision.
- Complex Dependencies: Grant writing requires inputs from finance (budgets), program teams (impact data), and operations, creating waiting periods that could stall projects.
The Solution: Jax implemented a “Scrum of One” model, treating the grant-writing process as a series of iterative cycles:
- The Product Backlog: All upcoming grants, reports, and outreach projects are documented in a master backlog, often visualized on a digital Miro board or a physical wall with color-coded post-its.
- Monthly “Dockets” and Refinement: Instead of looking at a daunting year-long calendar, Jax pulls a month’s worth of work into a “Grants Docket.” This serves as a middle ground for Backlog Refinement with a supervisor (acting as the Product Owner) to prioritize and estimate the “points” (effort) for each grant.
- Sprints: Work is organized into focused Sprints. Even if a grant isn’t due for weeks, it is prioritized in an early Sprint to avoid last-minute scrambles.
- Estimation: Jax uses the Fibonacci sequence to assign points to tasks, allowing for a realistic understanding of capacity.
- Visualizing Blockers: The Sprint board includes a “Waiting/On Hold” tab to track dependencies on other departments, making impediments visible immediately.
The Result:
- Drastic Reduction in Burnout: Before Scrum, “heroic efforts” were constant; after implementation, Jax had to work major overtime only three or four times in 18 months.
- Improved Prioritization: The framework provides a way to say “no” or “not this week.” Jax can show stakeholders exactly what is in the current Sprint and what must be moved to accommodate new requests.
- Codified Workflow: By using a formal framework, Jax turned a messy natural tendency to multitask into a streamlined, repeatable process.
- Institutional Knowledge Sharing: Regular “docket” meetings with a supervisor ensure that veteran insights are captured and used to refine grant requirements before work begins.
Why? Jax realized that Scrum is not just for software; it is a way to manage the “mess” of the nonprofit sector. It isn’t a “magic pill” that removes deadlines, but it provides the transparency needed to make the work sustainable. By focusing on priorities rather than emergencies, Jax is able to deliver higher-quality grants for MANNA’s mission—providing medically tailored meals to those with serious illnesses—while maintaining a sustainable professional pace.
Agile Values
- Customer collaboration OVER contract negotiation
- Responding to change OVER following a plan
Scrum Values
- Openness
- Focus
Implementing Scrum for Grant Professionals
Shelley Loethen, CEO of Encore Institute for Social Impact
The Challenge: After a decade as a solo grant writer, Shelley built a team but found herself frustrated by recurring challenges in the nonprofit sector. She realized that although nonprofits were essential to the “social impact economy,” their effectiveness was inhibited by internal friction. Also, her team was entirely remote, leading to a lack of skill exchange and group problem-solving. Everyone was working in silos, and Shelley struggled to predict team capacity or increase the “velocity” of project completion.
The Solution: Encore Institute launched its formal Scrum journey in February 2020, just before the pandemic:
- Automation and Tooling: Shelley utilized Jira (an online Agile project management system) and automated the creation of “story cards” from their master calendar. This reduced the administrative burden on her writers.
- Standardized User Stories: They created an internal guidebook of pre-defined User Stories for different project types (Grants, LOIs, Reports, Prospect Research), ensuring that every team member knew exactly what “Done” looked like.
- Agile Estimation: The team used an online Agile Poker add-on to estimate task effort, which automatically calculated the final “score” for their backlog.
- Daily Stand-ups: They committed to a 15-minute daily meeting (often finishing in less than 10 minutes) to foster group problem-solving and visibility across the remote team.
- Empirical Data: Shelley used Jira’s reporting features to calculate velocity and create predictive revenue projections based on the points in their backlog.
The Result:
- Happier Team Culture: Shelley noted that the biggest surprise was a complete transformation in company culture; she can now confidently state that her team is happy, which she couldn’t do before Scrum.
- Predictable Capacity: By tracking velocity, the organization can now accurately project how much work they can handle and when projects will be completed.
- Effective Remote Collaboration: The 15-minute daily meetings broke down silos, allowing the remote team to share expertise and solve client problems collectively.
- Transparency for Clients: The system allows one-click reporting that shows clients exactly what has been submitted, what has been awarded, and what is pending.
Why? Shelley implemented Scrum because she wanted a framework that supported her “systems and process” mindset while empowering her team to work more efficiently. She advocates for a “just do it” approach, suggesting that even small steps—like starting with a daily Scrum—provide immediate benefits in communication and specialty sharing. For Encore, Scrum was the “force multiplier” that prepared them to help other nonprofits navigate a changing social impact economy.
Agile Values
- Working product OVER comprehensive documentation
- Customer collaboration OVER contract negotiation
Scrum Values
- Openness
- Focus
- Commitment
Nonprofit Professionals Agile Journey
Mark Peiffer of Community Markets Inc.
The Challenge: Founded in March 2021, Community Markets is a young nonprofit dedicated to connecting families in need to locally grown food. The organization faced several common challenges for a startup:
- The “Multi-Hat” Dilemma: Operating with a very small team where individuals must drive complex programs and handle multiple roles simultaneously.
- Information Silos: In traditional nonprofit settings, Mark observed that ideas often live only in the heads of certain individuals, leading to inefficiencies, duplication of work, and miscommunication.
- Resource Constraints: The need to maximize the seed money from grants to build out physical food connections and IT solutions for farmers.
- Lack of Visibility: Without a shared visual system, it was difficult to harness the team’s collective skills or ensure that everyone was working on the highest-priority tasks.
The Solution: Because Community Markets shares space with an IT company already using Scrum, the framework for nonprofit work was a readily available model for Mark from day one:
- Shared Sprint Meetings: Mark began attending the IT company’s weekly project Sprint meetings to learn the cadence of the framework.
- Storyboarding: They implemented visual storyboarding to ensure that every project—from grant applications to building websites for farmers—was transparent and tracked.
- Cross-Sector Collaboration: Mark also serves as the Product Owner for programmatic work that involves IT developers from the for-profit side, using a shared language to manage website deployment for farmers.
- Sustainable Pace: By utilizing Scrum to manage expectations and workloads, the organization aims to achieve a sustainable rhythm rather than relying on unsustainable “heroic” efforts.
The Result:
- Immediate Transparency: Unlike previous organizations Mark served, Community Markets has “everything out on the table.” Visual representation of projects ensures that no one is working in the dark.
- Maximum Efficiency: By making projects visible, the team avoids the pitfalls of duplication and ensures that every member can work to their maximum capacity.
- Bite-Sized Learning: Mark found that the investment to learn Scrum is small compared to the payoff, using “bite-sized” videos and tools like Jira to quickly understand roles like Scrum Master and Product Owner.
- Impact Multiplier: Even as a very small nonprofit, the framework allows them to act with the precision of a technical team, deploying technology solutions for the agricultural sector with minimal overhead.
Why? Mark believes that the Agile framework is essential for young nonprofits because it prevents the “inefficiencies that arise from not having everything out on a board.” Even with limited time, a small investment in learning Scrum can multiply a nonprofit’s impact. It replaces the “heroic” but exhausting work style with a structured, visible process where every team member knows exactly where the project stands.
Agile Values
- Customer collaboration OVER contract negotiation
Scrum Values
- Openness
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