Scrumban
(→Abstract) |
(→Main idea) |
||
| Line 18: | Line 18: | ||
== Main idea == | == Main idea == | ||
| + | |||
| + | == Brief introduction to Scrum == | ||
| + | |||
| + | Scrum is the most well-known among all software development frameworks. Teams using Scrum work in 1-to-4-week periods or cycles, called sprints [1]. These periods last for 2 weeks in most of the cases. Individuals at teams have different roles, which are the Scrum Master, Product Owner and Development Team [2]. Each sprint begins with a Sprint Planning Meeting arranged by the Scrum Master, to which all members of the team are called [3]. Other stakeholders may also be part of the meetings. All participants select items of high priority from the Product Backlog, a list with tasks or pieces of work assigned to the team. The Development Team oversees completing those assessments within the duration of the sprint. The selected item is called Sprint Backlog. All team members reunite at Daily Scrums or short meetings [5]. One of the main goals of Scrum is to make each sprint more effective and effective than the previous one [6, 7]. Once a sprint ends, completed items are delivered and non-completed items are returned to the Product Backlog. | ||
== Applications == | == Applications == | ||
Revision as of 18:15, 14 February 2021
draft
Contents |
Abstract
Scrumban is a project management framework, mainly used by software development teams. It is a relatively new tool which is still in a development stage. It is essentially an improved version of Scrum, which maintains its fundamental characteristics and adds Kanban principles. Some of these principles are pull system, workflow, standard work, performance metrics and continuous improvement. Contrary to popular belief, Scrumban is not exactly a mix between Scrum and Kanban, but a pathway starting at Scrum and ending at a more evolved development framework.
The idea was first introduced by [Corey Ladas], a pioneer methodologist in the area of software development, who published in 2009 the book “[[Scrumban: Essays on Kanban Systems for Lean Software Development]]”. Corey Ladas defined Scrumban as a transition method for teams using Scrum. One of its most important features is that it can be implemented at any level of an organisation. Scrumban arises from some limitations detected at Scrum throughout the years and feedback from practical experience.
Ken Schwaber, co-founder of Scrum, publicly made the following statement: “I estimate that 3 out of 4 organisations using Scrum will not obtain the expected benefits out of the framework. (…) Scrum exposes the inefficiencies or dysfunctions within the product development practices at an organisation. The intention of Scrum is to make them visible in order to solve them, but unfortunately many organisations change Scrum to adapt to those inefficiencies instead of solving them.”
Mike Cohn, an Agile/Scrum community leader, also criticized Scrum teams for not being focused on finding innovative solutions to the challenges they face. Cohn was not critical at the Scrum framework itself, but at the increasing mentality among practitioners, which he considers prioritizes a safe approach for completing the tasks rather than promoting innovation.
Scrumban arose with the goal of overcoming weaknesess of Scrum, in order to transform it to a more profitable framework, combining thebest of Agile and Lean methods.
Main idea
Brief introduction to Scrum
Scrum is the most well-known among all software development frameworks. Teams using Scrum work in 1-to-4-week periods or cycles, called sprints [1]. These periods last for 2 weeks in most of the cases. Individuals at teams have different roles, which are the Scrum Master, Product Owner and Development Team [2]. Each sprint begins with a Sprint Planning Meeting arranged by the Scrum Master, to which all members of the team are called [3]. Other stakeholders may also be part of the meetings. All participants select items of high priority from the Product Backlog, a list with tasks or pieces of work assigned to the team. The Development Team oversees completing those assessments within the duration of the sprint. The selected item is called Sprint Backlog. All team members reunite at Daily Scrums or short meetings [5]. One of the main goals of Scrum is to make each sprint more effective and effective than the previous one [6, 7]. Once a sprint ends, completed items are delivered and non-completed items are returned to the Product Backlog.
