Scrum 2
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== Introduction == | == Introduction == | ||
| − | Scrum was introduced in 1986 by Hirotaka Takeuchi and Ikujiro Nonaka with an article named: ‘The New New Product Development Game’, published by Harvard Business Review | + | Scrum was introduced in 1986 by Hirotaka Takeuchi and Ikujiro Nonaka with an article named: ‘The New New Product Development Game’, published by Harvard Business Review<ref name="orginal scrum">. In the early 1990s it was further developed by Ken Schwaber and his company. Even though Scrum is spelled in all capital letters a lot of places, it is not an acronym. The word itself originated from rugby, where the term means a formation of players or a team (wiki ref). |
Scrum was made to help provide organizations flexible solutions to problems. Scrum is an iterative process, with the time frame most commonly being between 2 weeks and a month. This time frame is called a sprint in Scrum terminology. However, this varies a lot depending on the organization needs. | Scrum was made to help provide organizations flexible solutions to problems. Scrum is an iterative process, with the time frame most commonly being between 2 weeks and a month. This time frame is called a sprint in Scrum terminology. However, this varies a lot depending on the organization needs. | ||
Scrum has in recent years become a very popular project management framework. It is commonly used in companies who wish to become agile or lean. Together with the Kanban board, the Scrum framework has become an essential tool within agile and lean management. | Scrum has in recent years become a very popular project management framework. It is commonly used in companies who wish to become agile or lean. Together with the Kanban board, the Scrum framework has become an essential tool within agile and lean management. | ||
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Within the framework the Scrum Master manages a group through the following steps: | Within the framework the Scrum Master manages a group through the following steps: | ||
| − | 1. A Product Owner orders the work for a complex problem into a Product Backlog. | + | 1. A Product Owner orders the work for a complex problem into a Product Backlog. |
| − | 2. The Scrum Team turns a selection of the work into an Increment of value during a Sprint. | + | 2. The Scrum Team turns a selection of the work into an Increment of value during a Sprint. |
| − | 3. The Scrum Team and its stakeholders inspect the results and adjust for the next Sprint. | + | 3. The Scrum Team and its stakeholders inspect the results and adjust for the next Sprint. |
| − | 4. Repeat. | + | 4. Repeat. <ref name="scrum guide"/> |
This article will go through the steps of the Scrum framework and the ideas behind them. | This article will go through the steps of the Scrum framework and the ideas behind them. | ||
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== Team == | == Team == | ||
| − | As mentioned before, the Scrum is performed by a small team of people. A Scrum team consists of a Product owner, a Scrum master and developers. The Scrum team is supposed to be self-managed and consisting of people with the necessary competences to achieve the goal. In order words, the teams should not be relying on any other manager or employees. The Scrum team can vary in size, however, smaller teams are preferable since it helps the team stay nimble and agile. According to the Scrum Guide | + | As mentioned before, the Scrum is performed by a small team of people. A Scrum team consists of a Product owner, a Scrum master and developers. The Scrum team is supposed to be self-managed and consisting of people with the necessary competences to achieve the goal. In order words, the teams should not be relying on any other manager or employees. The Scrum team can vary in size, however, smaller teams are preferable since it helps the team stay nimble and agile. According to the Scrum Guide<ref name="scrum guide"/>, a Scrum team should rarely exceed 10 people, but it does of course depend on the objective or goal of the organization. |
===Developers=== | ===Developers=== | ||
| − | One part of the Scrum team is Developers. Ken Scwaber and Jeff Sutherland describes developers as follows in their Scrum Guide: “Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.”. In addition to that, they are responsible for making the product at the end of each sprint. You do not need any specific skill in order to become a Developer, since the skill requirement relies heavily on the objective. The competences and background of the Developers varies a lot, however, there are a few characteristics most great Developers should possess, for example, the ability to work together in teams. However, according to the Scrum guide developers are always responsible for: | + | One part of the Scrum team is Developers. Ken Scwaber and Jeff Sutherland describes developers as follows in their Scrum Guide: “Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.”<ref name="scrum guide"/>. In addition to that, they are responsible for making the product at the end of each sprint. You do not need any specific skill in order to become a Developer, since the skill requirement relies heavily on the objective. The competences and background of the Developers varies a lot, however, there are a few characteristics most great Developers should possess, for example, the ability to work together in teams. However, according to the Scrum guide developers are always responsible for: |
• Creating a plan for the Sprint, the Sprint Backlog; | • Creating a plan for the Sprint, the Sprint Backlog; | ||
• Instilling quality by adhering to a Definition of Done; | • Instilling quality by adhering to a Definition of Done; | ||
• Adapting their plan each day toward the Sprint Goal; and, | • Adapting their plan each day toward the Sprint Goal; and, | ||
| − | • Holding each other accountable as professionals. | + | • Holding each other accountable as professionals. <ref name="scrum guide"/> |
===Product Owners=== | ===Product Owners=== | ||
| − | The product owner is often the key stakeholder of the project | + | The product owner is often the key stakeholder of the project<ref name="workfront">. Their main purpose is ensuring the maximization of the value that the project intends to provide to the end customer. They do this by managing the product backlog which is an ordered list of the desired features the end product should have. |
| − | Product owners often takes the perspective of the customer or consumer of the product. This customer centric perspective is meant to help ensure that the product actually delivers on the goals set in the beginning of the process. The product owner is the role within the Scrum framework that acts the most like what a project manager does in a traditional project group. It is fine for a product owner delegate work within the Scrum team, but the product owner is accountable of not only the daily executions of Scrum events but also the final product. A product owner is often a person with knowledge of both the business and technical side of the project and can therefore act as a mediator between developers with different backgrounds. It is also recommended that the product owner is someone with great leadership since the person is in charge of the entire Scrum team and the process. The Scrum guide also emphasizes the importance of their only being one single person as product owner within every Scrum team: “The Product Owner is one person, not a committee. The Product Owner may represent the needs of many stakeholders in the Product Backlog. Those wanting to change the Product Backlog can do so by trying to convince the Product Owner.” | + | Product owners often takes the perspective of the customer or consumer of the product. This customer centric perspective is meant to help ensure that the product actually delivers on the goals set in the beginning of the process. The product owner is the role within the Scrum framework that acts the most like what a project manager does in a traditional project group. It is fine for a product owner delegate work within the Scrum team, but the product owner is accountable of not only the daily executions of Scrum events but also the final product. A product owner is often a person with knowledge of both the business and technical side of the project and can therefore act as a mediator between developers with different backgrounds. It is also recommended that the product owner is someone with great leadership since the person is in charge of the entire Scrum team and the process. The Scrum guide also emphasizes the importance of their only being one single person as product owner within every Scrum team: “The Product Owner is one person, not a committee. The Product Owner may represent the needs of many stakeholders in the Product Backlog. Those wanting to change the Product Backlog can do so by trying to convince the Product Owner.”<ref name="scrum guide"/>. This also means that, in order for a product owner to be successful, the other members of the Scrum team must trust and respect the product owner decisions. |
The product owners key responsibilities can be summed up as follows: | The product owners key responsibilities can be summed up as follows: | ||
- Defining the vision | - Defining the vision | ||
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- Handling communications | - Handling communications | ||
- Knowing what the client needs | - Knowing what the client needs | ||
| − | - Evaluating progress | + | - Evaluating progress <ref name="workfront"> |
===Scrum Master=== | ===Scrum Master=== | ||
| − | In short, the Scrum master is responsible for the Scrum team’s effectiveness | + | In short, the Scrum master is responsible for the Scrum team’s effectiveness. A Scrum master is someone with a deep understanding and knowledge of the Scrum framework. This includes Scrum team roles, Scrum events and Scrum artifacts. One of the main responsibilities of the Scrum master is to make sure every participant understands the Scrum process and their individual roles and responsibilities. In addition to that, the Scrum master also helps outside of their respective scrum team. They can also help the organization around the Scrum team to have a better understanding of how the framework works. The Scrum master thereby serves the Scrum team, the product owner and the organization in numerous ways. They help team members with self-management and ensuring all of the events are done within the set timeframe. They help product owners with planning and backlog management, and finally they help the entire organization by educating and training employees in the Scrum framework. |
In order to become an official Scrum master, you have to take a Scrum master certification course. There are many providers of these courses, and they vary in length. | In order to become an official Scrum master, you have to take a Scrum master certification course. There are many providers of these courses, and they vary in length. | ||
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Why is this Sprint valuable? | Why is this Sprint valuable? | ||
What can be Done this Sprint? | What can be Done this Sprint? | ||
| − | How will the chosen work get done? | + | How will the chosen work get done?<ref name="scrum guide"/> |
===Daily Scrum=== | ===Daily Scrum=== | ||
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The sprint review is the last step of the sprint itself. This event includes all Scrum team members as well as other stakeholders. These stakeholders could be people such as, customers/clients, upper management or other people within the scrum team’s organization that is interested in the outcome of the sprint. This group of people is often referred to as the review group. In the sprint review, the developers can demonstrate what they have developed throughout the sprint. However, a good sprint review should not just be a presentation by the developers. The developers should include the review team and encourage a conversation. In ‘The Scrum papers’ Jeff Sutherland writes: | The sprint review is the last step of the sprint itself. This event includes all Scrum team members as well as other stakeholders. These stakeholders could be people such as, customers/clients, upper management or other people within the scrum team’s organization that is interested in the outcome of the sprint. This group of people is often referred to as the review group. In the sprint review, the developers can demonstrate what they have developed throughout the sprint. However, a good sprint review should not just be a presentation by the developers. The developers should include the review team and encourage a conversation. In ‘The Scrum papers’ Jeff Sutherland writes: | ||
| − | “The review includes a demo of what the Team built during the Sprint, but if the focus of the review is a demo rather than conversation, there is an imbalance.” | + | “The review includes a demo of what the Team built during the Sprint, but if the focus of the review is a demo rather than conversation, there is an imbalance.”<ref name="scrum papers"/> |
===Sprint Retrospective=== | ===Sprint Retrospective=== | ||
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The product is a list of items or objectives, that is needed for the final product or its improvement. It serves as the main overview of work needed to be done by the Scrum team. The product backlog items, and length relies heavily on the type of product goal. It is important to constantly size the product backlog and improve it by further detailing each item into smaller tasks. This is mainly done by the developers of the Scrum team, but the product owner may assist them by providing insight. | The product is a list of items or objectives, that is needed for the final product or its improvement. It serves as the main overview of work needed to be done by the Scrum team. The product backlog items, and length relies heavily on the type of product goal. It is important to constantly size the product backlog and improve it by further detailing each item into smaller tasks. This is mainly done by the developers of the Scrum team, but the product owner may assist them by providing insight. | ||
The commitment of the product backlog is the ‘Product goal’. Every single item on the product backlog must be able to be traced back to the product goal. The product goal is the long-term goal of the Scrum team and may take several sprints to finally achieve. A product is a broad term but, in the Scrum guide they define it as the following: | The commitment of the product backlog is the ‘Product goal’. Every single item on the product backlog must be able to be traced back to the product goal. The product goal is the long-term goal of the Scrum team and may take several sprints to finally achieve. A product is a broad term but, in the Scrum guide they define it as the following: | ||
| − | “A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined users or customers. A product could be a service, a physical product, or something more abstract” | + | “A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined users or customers. A product could be a service, a physical product, or something more abstract”<ref name="scrum guide"/> |
===Sprint Backlog=== | ===Sprint Backlog=== | ||
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== Annotated Bibliography == | == Annotated Bibliography == | ||
| − | + | Schwaber, K. and Sutherland, J., 2011. The scrum guide. Scrum Alliance, 21(1) | |
This guide is essential for people to read if they want to know more about the Scrum framework. It has been cited multiple times in this article because it was written by the very inventors of the Scrum framework as we know it today. They are also responsible of certifying Scrum masters. | This guide is essential for people to read if they want to know more about the Scrum framework. It has been cited multiple times in this article because it was written by the very inventors of the Scrum framework as we know it today. They are also responsible of certifying Scrum masters. | ||
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Abrahamsson, P., Salo, O., Ronkainen, J. and Warsta, J., 2017. Agile software development methods: Review and analysis. | Abrahamsson, P., Salo, O., Ronkainen, J. and Warsta, J., 2017. Agile software development methods: Review and analysis. | ||
As mentioned in this article, the Scrum framework is a popular tool within agile management. If one is interested in Agile management, this paper provides an overview of agile management and different tools within Agile management. | As mentioned in this article, the Scrum framework is a popular tool within agile management. If one is interested in Agile management, this paper provides an overview of agile management and different tools within Agile management. | ||
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| + | =References= | ||
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| + | <references> | ||
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| + | <ref name="intro to agile">Cohen, D., Lindvall, M. and Costa, P., 2004. An introduction to agile methods. Adv. Comput., 62(03), pp.1-66.</ref> | ||
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| + | <ref name="scrum guide"> Schwaber, K. and Sutherland, J., 2011. The scrum guide. Scrum Alliance, 21(1) </ref> | ||
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| + | <ref name="scrum papers">The Scrum Papers:, Nut, Bolts, and Origins of an Agile Framework, Scrum, Inc. Jeff Sutherland, 2011</ref> | ||
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| + | <ref name="Agile methods"> Abrahamsson, P., Salo, O., Ronkainen, J. and Warsta, J., 2017. Agile software development methods: Review and analysis. </ref> | ||
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| + | <ref name="orginal scrum">Takeuchi, H. and Nonaka, I., 1986. The new new product development game. Harvard business review, 64(1), pp.137-146./ref> | ||
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| + | <ref name="workfront">Scrum Product Owner,” Available online: https://www.workfront.com/project-management/methodologies/scrum/product-owner#:~:text=What%20is%20a%20Scrum%20Product,marketplace%2C%20competitors%2C%20and%20trends.</ref> | ||
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| + | </references> | ||
Revision as of 21:55, 22 March 2022
Introduction
Scrum was introduced in 1986 by Hirotaka Takeuchi and Ikujiro Nonaka with an article named: ‘The New New Product Development Game’, published by Harvard Business ReviewCite error: Closing </ref> missing for <ref> tag
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