AGILE – SCRUM

Intelligence is the ability to adapt to change

Stephen Hawking

SCRUM is an iterative and incremental agile framework for managing complex projects

A scrum (short for scrummage) is a method of restarting play in rugby football.

SCRUM in 6 min

Scrum is one of the most popular Agile methodologies. It is an adaptive, iterative, fast, flexible, and effective methodology designed to deliver significant value quickly and throughout a project.

Scrum ensures transparency in communication and creates an environment of collective accountability and continuous progress.

The Scrum framework, as defined in the SBOK™ Guide, is structured in such a way that it supports product and service development in all types of industries and in any type of project, irrespective of its complexity.

A key strength of Scrum lies in its use of cross-functional, self-organized, and empowered teams who divide their work into short, concentrated work cycles called Sprints.

The Scrum cycle begins with a Stakeholder Meeting, during which the Project Vision is created. The Product Owner then develops a Prioritized Product Backlog which contains a prioritized list of business and project requirements written in the form of User Stories.

 

Each Sprint begins with a Sprint Planning Meeting during which high priority User Stories are considered for inclusion in the Sprint.

A Sprint generally lasts between one and six weeks and involves the Scrum Team working to create potentially shippable Deliverables or product increments.

During the Sprint, short, highly focused Daily Standup Meetings are conducted where team members discuss daily progress. Toward the end of the Sprint, a Sprint Review Meeting is held during which the Product Owner and relevant stakeholders are provided a demonstration of the Deliverables.

The Product Owner accepts the Deliverables only if they meet the predefined Acceptance Criteria.

The Sprint cycle ends with a Retrospect Sprint Meeting where the team discusses ways to improve processes and performance as they move forward into the subsequent Sprint.

Scrum

Vs

Traditional Project Management

Scrum Vs Traditional PM

PMP® stands for Project Management Professional. The Project Management Professional certification is a globally reputed and recognized certification in the field of Project Management, and it is provided to project management professionals, who clear the PMP certification examination. The PMP certification is issued by the Project Management Institute (PMI), which is the world’s leading association of Project Management Professionals.

Traditional project management emphasizes on conducting detailed upfront planning for the project with emphasis on fixing the scope, cost and schedule – and managing those parameters. Whereas, Scrum encourages data-based, iterative decision making in which the primary focus is on delivering products that satisfy customer requirements.

To deliver the greatest amount of value in the shortest amount of time, Scrum promotes prioritization and Time-boxing over fixing the scope, cost and schedule of a project. An important feature of Scrum is self-organization, which allows the individuals who are actually doing the work to estimate and take ownership of tasks.

Parameters Scrum Traditional Project Management
Emphasis is on Scrum: People Processes
Documentation Scrum: Minimal – only as required Comprehensive
Process style Scrum: Iterative Linear
Upfront planning Scrum: Low High
Prioritization of Requirements Scrum: Based on business value and regularly updated Fixed in the Project Plan
Quality assurance Scrum: Customer centric Process centric
Organization Scrum: Self-organized Managed
Management style Scrum: Decentralized Centralized
Change Scrum: Updates to Productized Product Backlog Formal Change Management System

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Why get certified in Scrum ?

Why SCRUM?

Scrum is one of the most popular agile methodologies. It is an adaptive, iterative, fast, flexible, and effective methodology designed to deliver significant value quickly and throughout a project. Scrum ensures transparency in communication and creates an environment of collective accountability and continuous progress. The Scrum framework, as defined in the SBOK™ Guide, is structured in such a way that it supports product and service development in all types of industries and in any type of project, irrespective of its complexity.

A key strength of Scrum lies in its use of cross-functional, self-organized, and empowered teams who divide their work into short, concentrated work cycles called Sprints.

Traditional project management emphasizes on conducting detailed upfront planning for the project with emphasis on fixing the scope, cost and schedule – and managing those parameters. Whereas, Scrum encourages data-based, iterative decision making in which the primary focus is on delivering products that satisfy customer requirements.

To deliver the greatest amount of value in the shortest amount of time, Scrum promotes prioritization and Time-boxing over fixing the scope, cost and schedule of a project. An important feature of Scrum is self-organization, which allows the individuals who are actually doing the work to estimate and take ownership of tasks.

Scrum principles

SCRUM increases ROI

One of the key characteristics of any project is the uncertainty of results or outcomes. It is impossible to guarantee project success at completion, irrespective of the size or complexity of a project. Considering this uncertainty of achieving success, it is therefore important to start delivering results as early in the project as possible. This early delivery of results, and thereby value, provides an opportunity for reinvestment and proves the worth of the project to interested stakeholders. It is important to:

  • Understand what adds value to customers and users and to prioritize the high value requirements on the top of the Prioritized Product Backlog.
  • Decrease uncertainty and constantly address risks that can potentially decrease value if they materialize. Also work closely with project stakeholders showing them product increments at the end of each Sprint, enabling effective management of changes.
  • Create Deliverables based on the priorities determined by producing potentially shippable product increments during each Sprint so that customers start realizing value early on in the project.

Some of the key differences with respect to Value-driven Delivery in Scrum project and Traditional projects are given in the figure below

In Scrum projects, User Stories are ranked in order of priority which is an effective method for determining the desired User Stories for each iteration or release of the product or service. The purpose is to create a simple, single list with the goal of prioritizing features, rather than being distracted by multiple prioritization schemes.

This simple list also provides a basis for incorporating changes and identified risks when necessary. Each change or identified risk can be inserted in the list based on its priority relative to the other User Stories in the list. Typically, new changes will be included at the expense of features that have been assigned a lower priority.

Minimum Marketable Features (MMF) are also defined, so that the first release or iteration happens as early as possible, leading to increased ROI.

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