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SCRUM is a frame work within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. Scrum itself is a simple frame work for effective team collaboration on complex products. Scrum co-creators ken schwaber and Jeff Soother Land have written THE SCRUM GUIDE to explain Scrum clearly and succinctly. This Guide contains the definition of Scrum. This definition consists of Scrum’s roles, events, artifacts and the rules that bind them together.

Scrum is – Light Weight

– Simple to understand

– Difficult to master

(A) SCRUM GLOSSARY :-

It represents an overview of Scrum – related terms some of the mentioned terms are not mandatory in Scrum but have been added because they are commonly used in Scrum.

The Scrum Guide is the best source to learn more about the Scrum frame work to identify which of these terms are required elements of Scrum and to understand how the mentioned elements are connected. The Professional Scrum Developer Glossary help to learn more about terms specific to software developments teams using Scrum and agile software development techniques.

(B) SCRUM OF SIMPLE AND IS OPPOSITE OF A BIG COLLECTION OF INTERWOVEN MANDATORY COMPONENTS SCRUM IS NOT A METHODOLOGY. 

Scrum implements the scientific method of empiricism (philosophy/ phenomenon). Scrum a replaces a programmed algorithmic approach with a heuristic one –

(heuristic = enabling a person to discover or learn something for themselves).

– with respect for people and self – organisation to on their website scrum.org a video has been provided in which the Creation of scrum have collaborated about the origin, the use of Scrum through the years and future of Scrum.

 (C) SCRUM VALUES :-

The Scrum values were added to the Scrum Guide in July 2016. These Values include courage, Focus, Commitment, Respect and openness.

(D) THE ROLES OF THE SCRUM TEAM :-

The Scrum Team consists of

  • The product owner
  • The Development Team
  • Scrum Master

Scrum Teams are self-organising who choose how best to accomplish their work, rather then being directed by others outside the team. Scrum teams are also cross-functional who have all competencies required to accomplish the work without depending on others not part of the team. The team model in Scrum is designed to optimise flexibility, creativity and productivity.

(E) WHERE DOES YOUR CURRENT ROLE FIT ?  

To know how roles are evolved and where a person may fit in Scrum team, the webinar on the website makes it quite clear.

Even if a person has a different job title, other than mentioned in Scrum team, it does not mean his value is less, instead in most cases it is the exact opposite with your job expanding to deliver more value in the Scrum Team.

(F) THE SCRUM EVENTS :-

There is certain pattern of prescribed events, the purpose of the same is to minimise the need for meetings not defined in Scrum. All events are time boxed. Once a sprint beings, its duration is fixed and cannot be shortened or lengthened. The remaining events may end whenever the purpose of the event is achieved, ensuring an appropriate amount of time is spent without allowing waste in process. The Scrum Events are

  • Sprint
  • Sprint Planning
  • Daily Scrum
  • Spring Review
  • Spring Retrospective

Sprint means a tine-box of one month or less during which a “Done”, usable  and potentially releasable product increment is created. Sprints have consistent duration throughout a development effort. A new sprint starts immediately after the conclusion of the previous sprint.

DURING THE SPRINT

  • No changes are made that would endanger the sprint Goal.
  • Quality goals do not decrease and
  • Scope may be clarified and re-negotiated between the product owner and Development Team as more is learned.

Each Sprint is considered a project with no more than a one-month horizon. Like projects, Sprints are used to accomplish something. Each sprint has a goal of what is to be built a design and flexible plan that will guide building it, the work and the resultant product management.

Sprints are limited to one calendar month. When a sprint horizon is too long, the definition of what is being built may change complexity may rise, and risk may increase. Sprints enable predictability by ensuring inspection and adaptation of progress toward a sprint Goal at least every calendar month. Sprints also limit risk to one calendar month to cost.