<\/p>\n\n\n\n
Origins of Scrum<\/h2>\n\n\n\n
The roots of scrum<\/a> date back to 1986 when Hirotaka Takeuchi and Ikujiro Noaka released the Harvard Business<\/a> Review article called \u201cThe New New Product Development Game\u201d<\/em>. The term scrum came from the game rugby which describes it as how the ball gets passed within a team as they move up the field. <\/p>\n\n\n\n According to Scrum.org<\/a>, scrum\u2019s first formal introduction happened in 1995. Ken Schwaber released his paper, \u201cSCRUM Software Development Process\u201d which started to shape the framework that\u2019s used today. Through each change, the \u201cdefinition\u201d of Scrum evolved in terms of the:<\/p>\n\n\n\n Scrum further evolved through the years through the following sources:<\/p>\n\n\n\n Sutherland and Schwaber emphasize that Scrum is successful when each team member exhibits the following values:<\/p>\n\n\n\n Scrum is a lightweight process framework that\u2019s a subset of Agile<\/a><\/strong>. Software development methodologies based on iterative development, where self-organizing cross-functional teams collaborate to evolving requirements and solutions are agile software development. Scrum is the most widely used method of Agile. <\/p>\n\n\n\n <\/p>\n\n\n\n <\/p>\n\n\n\n Six basic principles<\/a> make up the Scrum framework: control over the empirical process, self-organization, collaboration, value-based prioritization, time-boxing, and iterative development. Each principle must be adhered to and remain intact throughout every project. Otherwise, the team may lose focus, or the project could suffer setbacks. <\/p>\n\n\n\n Includes transparency, evaluation, and adaption under the Scrum methodology. The empirical process is based on observations of hard evidence and experimentation. The theory is not a part of this process. <\/p>\n\n\n\n This principle refers to the increase in the level of independence of the whole team. Self-organization is important since the scrum process is reliant on many individuals. That\u2019s why everyone is empowered to work independently. This also allows for more by-in among the whole team so that individual contributions are easier to assess. <\/p>\n\n\n\n There are many roles involved with a scrum project. Since it\u2019s a collaborative process, awareness, clarity, and distribution are important while working with the team. <\/p>\n\n\n\n Tasks are constantly prioritized in the scrum to determine their value and importance for end-users. By organizing these tasks appropriately, the company can decide in what order they should be completed to meet certain deadlines. <\/p>\n\n\n\n This refers to allocating and scheduling certain amounts of time for certain activities. Tasks are completed in \u201csprints” when using scrum. These sprints are a specific length of time that each task is assigned to be completed. These short release cycles are usually between 2-4 weeks. <\/p>\n\n\n\n Other important aspects of timeboxing include sprint planning, daily meetings, and sprint reviews. Sprint planning typically takes 1-2 hours when the tasks are determined. During daily meetings that last 15 minutes, the tasks are monitored. Sprint reviews take around 1\u20132 hours and the tasks are evaluated during these sessions. These events are defined in more detail later. <\/p>\n\n\n\n Since the project requirements in scrum are adjusted and revised constantly, the software development activities are also revisited and reworked accordingly. Using iterative development, the team can make adjustments and better manage changes. <\/p>\n\n\n\n <\/p>\n\n\n\n <\/p>\n\n\n\n Sprint, sprint planning, daily scrum, and spring review make up the events that happen when using the scrum methodology. <\/p>\n\n\n\n <\/p>\n\n\n\n As a timebox of a month or less, during each sprint, the team produces a potentially shippable product increment. Sprints will typically maintain consistent durations throughout a development effort. After the sprint, newsprint will start immediately after. The start and end dates of a sprint are usually fixed. <\/p>\n\n\n\n <\/p>\n\n\n\n During the beginning of a sprint, the team discusses which items from the product backlog they will work on. That results in the spring planning of the sprint backlog. There are two parts that typically occur during sprint planning:<\/p>\n\n\n\n Once the scope of the sprint is established by the product owner and team as described by the product backlog items, additional items can\u2019t be added to the sprint backlog. Doing this will protect the team from a scope change occurring within the sprint. <\/p>\n\n\n\n <\/p>\n\n\n\n During the daily scrum, the team coordinates their activities for the following day. Usually limited to 15-minute sessions, the purpose of having daily scrums isn\u2019t to become status reporting activities or problem-solving meetings. <\/p>\n\n\n\n <\/p>\n\n\n\n The whole team and product owner get together at the end of a sprint to review the results with key stakeholders of the product. The intention of this meeting is to discuss, demonstrate, and provide stakeholders with the chance to use the increment to gather feedback. Sprint reviews are not status report meetings. Any feedback gathered from a sprint review is placed on the product backlog for consideration in the future. <\/p>\n\n\n\n <\/p>\n\n\n\n After the sprint review at the end of the sprint, the team and product owner will reflect on how things went during the last sprint. The team identifies any adjustments that may need to be made moving forward. At least one action item that\u2019s included on the following sprint\u2019s sprint backlog is the result of this retrospective. <\/p>\n\n\n\n <\/p>\n\n\n\n Scrum artifacts include a product backlog, sprint backlog, increment, and definition of done. Artifacts are pieces of information and tools that help keep the project on track. <\/p>\n\n\n\n The product backlog is essentially a to-do list for development teams. It consists of a roadmap and requirements that the product owner organizes and prioritizes. The long-term objective is defined as the product goal. <\/p>\n\n\n\n Updates to the product backlog happen continuously throughout the project lifecycle. New information, achievements, and overcoming obstacles update the product backlog. These updates primarily come from the stakeholders and development team. Changes to the product backlog must be communicated to the team to keep everyone abreast. <\/p>\n\n\n\n When developers choose items directly from the product backlog, the sprint backlog is formed. These items are the most important tasks to be completed during the next sprint. Since priorities will change, this is done on a sprint-by-sprint basis. The key to a successful sprint backlog is enabling everyone on the team to see which task is being worked on, and who is working it and reinforces the shared sprint goal which is the outcome of the sprint. <\/p>\n\n\n\n \u201cA concrete steppingstone toward the product goal. ”, is how the increment is described in the Scrum Guide<\/a>. Every increment is addictive to the prior increments and verified thoroughly to ensure that they all work together. Increments must be used to provide value. Within a sprint, many increments could be created. <\/p>\n\n\n\n The sprint review is where the sum of the increments is presented and supports empiricism. Stakeholders may be delivered an increment before the end of the sprint. <\/p>\n\n\n\n To be part of an increment, work must meet the definition of done. This artifact is a formal description of the state of the increment and when it meets the quality measures necessary for the product. An increment happens when a product backlog item meets the definition of done. <\/p>\n\n\n\n <\/p>\n\n\n\n The contributions of the scrum team<\/a> are essential to successfully delivering a project. The members that make up a scrum team aren\u2019t necessarily all from the same department. However, everyone will play a part in the process. There is no hierarchy on the scrum team and each member is treated as equal to help accomplish the objective. <\/p>\n\n\n\n According to the Scrum Guide, the scrum team should have the following three distinctions:<\/p>\n\n\n\n The product owner is the individual that has the final say on if a project was successful. This person is a key stakeholder and represents the business side. The product owner is the one that conceived the idea<\/a> or goal that the team is tasked to execute. The product owner is the owner of product backlog management with responsibilities that include:<\/p>\n\n\n\n A product owner should be highly available, if not on-site so the team can access them if questions arise, or clarification is needed. Product owners in scrum are involved throughout the duration of the project. <\/p>\n\n\n\n The scrum master\u2019s responsibilities include ensuring the team lives the agile values and principles and follows the processes and practices that were agreed to by the team. Initially, the name was intended to depict the individual who was an expert at Scrum. This person could coach others. <\/p>\n\n\n\n However, generally speaking, the role doesn’t have real authority. Those who fill the role lead with influence, often taking the stance of a servant leader. <\/p>\n\n\n\n The people on the team who deliver the product increment inside a sprint make up the development team. Their main responsibilities are delivering the increment that delivers value during each sprint. The team determines who to divide up the work based on current conditions. <\/p>\n\n\n\n <\/p>\n\n\n\n Using scrum for project implementations is largely popular due to the many benefits to the technical teams, customers<\/a>, and management teams. Among the key benefits of using scrum include:<\/p>\n\n\n\n There are some detractions as to why using the scrum framework might not work like:<\/p>\n\n\n\n![\"Origins](\"https:\/\/maccelerator.la\/wp-content\/uploads\/2022\/04\/scrum-1024x683.jpg\" "\\"\\"")
<\/figure>\n\n\n\nWhat is the Framework of Scrum?<\/h2>\n\n\n\n
Control over the Empirical Process<\/strong><\/h3>\n\n\n\n
Self-Organization<\/strong><\/h3>\n\n\n\n
Collaboration<\/strong><\/h3>\n\n\n\n
Value-based prioritization<\/strong><\/h3>\n\n\n\n
Timeboxing<\/strong><\/h3>\n\n\n\n
Iterative Development<\/strong><\/h3>\n\n\n\n
Events in Scrum<\/h2>\n\n\n\n
Sprint<\/strong><\/h3>\n\n\n\n
Sprint Planning<\/strong><\/h3>\n\n\n\n
Daily Scrum<\/strong><\/h3>\n\n\n\n
Sprint Review<\/strong><\/h3>\n\n\n\n
Sprint Retrospective<\/strong><\/h3>\n\n\n\n
![\"Events](\"https:\/\/maccelerator.la\/wp-content\/uploads\/2022\/04\/scrum-sprint-1024x684.jpg\" "\\"\\"")
<\/figure>\n\n\n\nArtifacts used in Scrum<\/h2>\n\n\n\n
Product Backlog<\/strong><\/h3>\n\n\n\n
Sprint Backlog<\/strong><\/h3>\n\n\n\n
Increments<\/strong><\/h3>\n\n\n\n
Definition of Done<\/strong><\/h3>\n\n\n\n
Roles in Scrum<\/h2>\n\n\n\n
Product Owner<\/strong><\/h3>\n\n\n\n
Scrum Master<\/strong><\/h3>\n\n\n\n
Development Team<\/strong><\/h3>\n\n\n\n
![\"Roles](\"https:\/\/maccelerator.la\/wp-content\/uploads\/2022\/04\/scrum-team-1024x702.jpg\" "\\"\\"")
<\/figure>\n\n\n\nAdvantages and Disadvantages of Scrum<\/h2>\n\n\n\n