The Scrum approach to agile software development marks a dramatic departure from waterfall management. Scrum and other agile methods were inspired by its shortcomings. Scrum emphasizes collaboration, functioning software, team self management, and the flexibility to adapt to emerging business realities.
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A Scrum team includes seven members, plus or minus two. Scrum teams are cross-functional, including the skills (but ideally not the job titles) of software engineers, architects, programmers, analysts, QA experts, testers, UI designers, etc. It is recommended all team members be located in a team room, and collaborate more intensely than a traditional team. They avoid handoffs and phases. The ScrumMaster encourages the team to learn modern development practices such as Test Driven Development (TDD).
While the development team wants to complete the work negotiated in the Sprint Planning Meeting, the team has complete control over the amount of work it takes on. The Product Owner ensures the team takes on the highest priority work.
The team has the autonomy to determine how and when to complete its work. It’s not unusual for teams to discover within the first few days of a sprint, as analysis becomes less fuzzy, that it has more work to do than it realized at the start. A project’s finishing touches are often the most time-consuming and labor-intensive.
Teams are responsible to inspect and adapt their process in the Sprint Retrospective Meeting.
In Large Scale Scrum, teams are responsible for their co-ordination with the world outside them, including other teams. Scrum does not use traditional co-ordination roles such as project manager and PMO.
Here is what Scrum looks like from a developer’s perspective:
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Scrum Training Series
- Scrum based funding model – 20 percent May 9, 2013
- The Next Big Idea March 5, 2013
- On Being Available February 17, 2013
- Should Scrum Always Require the Product Owner to Attend the Sprint Retrospective Meeting? February 5, 2013
- Happiness Metrics January 23, 2013