As an aside, a methodology many apply for maintenance is Kanban. The thing about maintenance is that it is really interrupt driven. You just can’t plan on when a P1 bug will hit. Kanban provides a way to manage prioritization and a way to juggle multiple issues at the same time.

Scrum is software development process, it is iterative and incremental frame work for the project management and it is a process frame work which contains set of practices and predefined rules.

The main roles of the scrum are 1.product backlog 2.Release planning 3.sprints 4.Burndown charts and 5.Tracking bugs

1. Product backlog is a high level list that is maintained throughout entire project. It aggregates backlog items
In product backlog the feature list means users, customers, executives, developers and testers the collection of all feature lists is product backlog they think how to make product great.
Hear product owner and scrum masters have key roles of the product.
Product owner: Put the right functions into the product.
Scrum master: Scrum master maintain the project progressing smoothly and every member doing they job right or not and conduct meeting and planning’s and releases.
Developers build the product
And testers make sue to work right
Next come to release planning

2. We work on the feature list the outcome is release backlog

Scrum master provide the rough idea of release. He estimate the work in to the time intervals means hrs and minutes like that
Next sprints

3. Sprints: In agile methodology we come up with the small sprints of work and keep implementing in 2,3 weeks depends this is advantage and we save time and money

Sprints generally range from 3 to 30 lengths depending on project release cycle. In sprints we divide the work into features. Some sprints have big features and some have small features it depending on that

The main goal of the product release is we do 100% work on the sprint, the late finish of sprints indicate project is not going smooth.

4. Burn down charts: It’s a day by day measure project progressing. It shows project is on the track or be late.

5. So what about bugs
We track bugs separately like we kill first sprints of bugs after that sprint, and 2nd sprint of bugs kill after that sprint but if any showstoppers or any high priority bugs are resolved in same sprint, medium and low level bugs will be prioritized in the next coming sprint.

A traditional project manager is all about command and control. A product owner in Scrum is more about keeping the team on track with his vision by building and maintains a prioritized backlog, and helping the team collaborate. A ScrumMaster’s primary role is to protect the team from inbound distractions and help them overcome impediments. The ScrumMaster does not assign tasks – the teams self organize and self-assign tasks. He also helps facilitate the crucial meetings – daily standups, sprint reviews and retrospectives. The ScrumMaster should be the only communications conduit to the team from outside. But again, the ScrumMaster does not assign tasks -something that in a traditional model was handled by a Team Lead.

It is scary to eliminate these traditional roles, but it works.

1. Small companies tend to have people that wear many hats. The cross functional teams in scrum are just that – cross functional;
2. Agile/scrum is iterative. You don;t need to wait for the whole thing to be done before getting software into production. Each iteration delivers value.
3. Small companies cannot affords to misfire on quality. Scrum is far better suited to delivering quality and on-target releases than traditional approaches.