So far, we have looked at the SDLC and Agile Methodology, and now we move on to Scrum.
This was another term I had never heard of before I moved into the product world, and I did not understand what it meant in the context of software development. I had heard the term and, of course, immediately likened it to rugby, but how did this directly correlate to the career I was moving into?
I had no idea that, in reality, the Scrum framework and rugby do have similarities, and when you compare the two, you can draw a direct comparison.
The term "Scrum" in the context of project management was first coined by Hirotaka Takeuchi and Ikujiro Nonaka in their 1986 Harvard Business Review article titled "The New New Product Development Game." They used the term to describe a holistic and flexible approach to product development that teams could use to move quickly and efficiently.
The term was later adapted and formalised into the Scrum framework by Ken Schwaber and Jeff Sutherland in the early 1990s. Schwaber and Sutherland developed the framework based on the principles outlined by Takeuchi and Nonaka and presented it at the OOPSLA (Object-Oriented Programming, Systems, Languages & Applications) conference in 1995. This formalisation marked the beginning of Scrum as a widely recognised and practised Agile methodology.
So how is it likened to the physical sport of rugby?
Teamwork: In rugby, a scrum involves a group of players working closely together to gain possession of the ball. Similarly, in the Scrum framework, a cross-functional team collaborates to achieve a common goal.
Roles and Responsibilities: In a rugby scrum, each player has a specific role and responsibility, which is crucial for the success of the team. In the Scrum framework, roles such as the Scrum Master, Product Owner, and Development Team are clearly defined, each with specific duties to ensure the project's success.
Communication and Coordination: A rugby scrum requires constant communication and coordination among players to execute effectively. Similarly, the Scrum framework emphasises regular communication and coordination through daily stand-up meetings (Daily Scrum) and other collaborative practices.
Iterative Progress: In rugby, the scrum is a repeated effort to gain an advantage, with the team adjusting strategies based on the situation. The Scrum framework operates on iterative cycles called Sprints, where the team continually refines and adjusts their work based on feedback and changing requirements.
Focus on Goals: Both a rugby scrum and the Scrum framework are focused on achieving specific, short-term goals that contribute to the overall success. In rugby, the goal is to gain control of the ball, while in Scrum, the goal is to complete a potentially shippable product increment by the end of each Sprint.
So what is the starting point?
The starting point in Scrum is best understood as the combination of both the Scrum Values and the Scrum Pillars. These elements together provide the foundational mindset and principles that guide the implementation and practice of Scrum.
Scrum Values
Commitment: Team members commit to achieving their goals and supporting each other.
Courage: Team members have the courage to do the right thing and work on tough problems.
Focus: Everyone focuses on the work of the Sprint and the goals of the Scrum Team.
Openness: The team and its stakeholders agree to be open about all the work and the challenges with performing the work.
Respect: Team members respect each other to be capable, independent people.
Scrum Pillars
Transparency: Ensuring that all aspects of the process that affect the outcome are visible to those responsible for the outcome.
Inspection: Regularly examining Scrum artifacts and progress towards the Sprint Goal to detect undesirable variances.
Adaptation: Adjusting processes, plans, and work to minimise further issues when undesirable variances are identified during inspections.
How they interrelate as starting points
Values and Mindset: The Scrum Values set the tone for the team’s behaviour and interactions, fostering an environment conducive to collaboration and continuous improvement.
Principles and Practices: The Scrum Pillars guide the implementation of Scrum by ensuring that the processes are effective and adaptable. Transparency, inspection, and adaptation are essential for the iterative nature of Scrum.
The Scrum Values provide the ethical and cultural groundwork, while the Scrum Pillars offer the structural and procedural basis. Together, they form the essential starting points for implementing Scrum effectively.
So who form's the Scrum team?
The general structure of a Scrum team typically includes three primary roles:
Product Owner (PO):
Responsibilities: The Product Owner is responsible for maximising the value of the product resulting from the work of the Development Team. They manage the Product Backlog, ensuring it is clear, prioritised, and aligned with the product vision and stakeholder requirements. The PO also represents the stakeholders and ensures that the team understands the requirements.
Focus: Maximizing product value and effective backlog management.
Scrum Master:
Responsibilities: The Scrum Master acts as a servant leader and facilitator for the Scrum Team. They help the team adhere to Scrum practices and principles, remove impediments, and ensure that Scrum is understood and enacted within the team and the organisation. The Scrum Master also facilitates Scrum events (Daily Scrum, Sprint Planning, Sprint Review, and Sprint Retrospective).
Focus: Ensuring the team follows Scrum practices and removing obstacles.
Development Team:
Responsibilities: The Development Team is composed of professionals who work together to deliver a potentially shippable product increment at the end of each Sprint. The team is self-organising and cross-functional, meaning they have all the skills necessary to create the product increment without depending on others outside the team.
Focus: Delivering the product increment and self-organising to complete the work.
General Characteristics of a Scrum Team:
Cross-functional: The team has all the skills necessary to deliver the product increment.
Self-organising: The team decides how best to accomplish their work, rather than being directed by others outside the team.
Collaborative: Emphasis on close collaboration and effective communication within the team and with stakeholders.
Small and Stable: Ideally composed of 3 to 9 members (excluding the Scrum Master and Product Owner) to maintain effective communication and collaboration.
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