Scrum is another “light weight” methodology
that falls under the agile framework.
It’s foundation is based more on past experience rather than
theory. Scrum is a
planning focused agile methodology with some unique characteristics
and guidelines.[i]
One unique aspect are the three pillars of transparency,
inspection and adaption.
These pillars are implemented in every project.
Another unique aspect to Scrum is the makeup of the team.
There are three major roles / parts which is the Product
Owner, Development Team and Scrum Master.
With those team roles, Scrum also has processes that occur
during each iteration.
The major parts are the product backlog, sprint backlog,
sprint planning meetings, sprint, sprint review meeting and sprint
retrospective. All of
these piece makeup the Scrum methodology.[ii]
The implementation of Scrum’s three pillars, which are
transparency, inspection and adaption, are key ingredients to a
successful Scrum project.
Transparency ties Scrum closely with the agile requirement of
close continuous communications with the customer.
Transparency requires that
the development team and customer define the language that will be
used throughout the project.
[iii]
An example given
in the Scrum Guide is that the customer and development team should have a
mutual understanding of what “done” means.[iv]
With regards to inspection, it is important to continually
review the deliverables called “Scrum artifacts” to
ensure that there are no variances that are undesirable.[v]
This fits the agile requirement of “continuous excellence.”
The third pillar in
Scrum is
adaptation. When a
project becomes unacceptable because certain variances detected are
outside the desirable limits, the development team must be able to
adjust the process or the code that is being worked on.
This fits the overall purpose of agile which is to be able to
quickly adapt to changing environment and changing circumstances.
In addition to the three pillars, Scrum also has a unique
team structure.
The Scrum team structure has three major parts, which are
product owner, development team and Scrum Master.
One role that is important in Scrum is the product owner, who
is characterized as the “voice of the business.”[vi]
The product owner is the firewall between the business and
the development.
The development team should only be working on requirements set by
the product owner. No one
else in the organization should be allowed to order anything from
the development team.[vii]
This keeps the development team focused, and keeps them from
being pulled into multiple directions.
This also keeps the requirements more manageable.
Another crucial part of a Scrum team is the
development team.
The development team is responsible for transforming the assigned
business requirements into a functioning product.
They follow the agile framework that encourages
“self-organizing teams” and the empowered individuals to make
important decisions on their own.[viii]
[ix]
Like other agile methodology
they have shared ownership of their product.
They are also said to be “cross-functional,” and are not
given individual titles within the development team.
[x]
The third piece of the Scrum team is the Scrum Master. The Scrum Master is characterized as a “Servant-Leader,” by the Scrum Guide.[xi] The Scrum Master ensures that the Scrum guidelines are being properly implemented by the team. The Scrum Master helps people outside of the Scrum team understand the Scrum methodology and improves how the rest of the organization interacts with the Scrum team. Furthermore, the Scrum Master helps the development team and product owner efficiently handle the management and implementation of the business requirements. Another key responsibility that the Scrum Master must accomplish is they must “remove impediments to the team’s progress.” Examples of this could be getting a critical purchase order approved to replace a dead laptop.[xii] Furthermore, Scrum Masters facilitate all of the sprint meetings.
Image retrieved from the Sterling, C. (2009) Retrieved from http://www.gettingagile.com/2009/05/01/scrum-is-the-vehicle-not-the-destination/
Scrum methodology has several important
activities that are conducted through the Scrum development cycle.
One of the beginning steps of Scrum, is the
product backlog planning.
Product backlog is basically a list of prioritized features and
business requirements determined by the customer and gathered and
managed by the product owner.
[xiii] Once a product backlog has
been established, each item on the product backlog is gradually
assigned to an iteration called a sprint.
They then create a separate list called a Sprint backlog,
which consists of items from the product backlog selected to be
included in the upcoming Sprint.
During a Sprint planning meeting, time estimations are made
on each Sprint item.
Furthermore, a goal or goals are established during the sprint
planning meeting. Goals
help teams focus, especially during the half way point when teams
“start to get confused.”
[xiv]
To have continuous monitoring
of the status of the sprint, daily scrum meetings are held. Scrum
meetings allow the development team to report their status and
confirm the likely hood of reaching the Sprint’s goals.
Prior to closing out a sprint, it is recommended to conduct a
demo of the features completed during the sprint.
Author of the book, Scrum and XP from the Trenches: How we
do Scrum, Henrik Kniberg stated that demos can help development
team’s acquire feedback from the customer.
Furthermore, if the demo goes well, it will boost the team’s
reputation and increase their confidence, and if it goes bad, it
provide them with the incentive of putting more effort in the next
sprint to avoid the embarrassment next time.[xv]
After the demo, the sprint is almost ready to be closed.
However, before the sprint is to be closed, a sprint
retrospective is recommended.
This activity is an example of how Scrum implements the agile
manifesto’s principle of regularly reflecting on work performed and
striving for to continually improve.
A sprint retrospective has the entire Scrum team meet, to
reflect on the current sprint that is ready to be closed out and
list out lessons learned.
[xvi]
[xvii]
Having explored the parts of
Scrum, it also is important to explore how it has been implemented
in the real world.
It is important to examine how Scrum has been
adopted by the business community and individual development teams.
Mark Paulk provides some insight on how the Scrum methodology
has been adopted by development teams and organizations in his
paper, “A Scrum Adoption Survey.” Paulk surveyed “software
professional” that consisted of members from Scrum Alliance, Project
Management Institute and “high maturity organizations.”[xviii]
From the 205 responses, he was able gather data on multiple
Scrum related topics.
Team Dynamics and structure is a key component of Scrum.
With regards to team size, Paulk found of those surveyed,
that “7-9 members” was the most common size among Scrum teams.
Another result that was found was a majority of professionals
that were surveyed said that their development team was co-located
and also that they “work at a sustainable pace.”
With regards to roles, among those surveyed, the survey found
variation among the specific roles within each professional’s Scrum
team. With regards
to the Scrum Master role, most utilized only a Scrum Master and a
little less utilize a project manager that act as a Scrum manager,
but a much smaller percentage had both a project manager and a scrum
master. As for the
product owners, survey respondents mostly said that the product
owner had to prioritize based “on the agenda of multiple
stakeholders.” Less
followed the Scrum guideline of empowering the product owner with
being the “single point of control for prioritizing” the product
backlog. With regards to
the sprint lengths, most of the surveyed professionals said they
kept most sprint lengths limited to 2 weeks.
Paulk says this could be attributed to the Scrum training
recommending to start new Scrum teams with 2 week sprints because
two weeks is “short enough to provide rapid feedback, which promotes
fast learning, and the length of the sprint can be adjusted as the
team learns what works best.”
The survey shows that Scrum guidelines are not always fully
followed, but for the most part teams adhere to most of the
methodology’s framework.[xix]
With the values, team dynamics and processes of Scrum, it provide development teams a solid foundation on to which teams can implement agile with in there organization. It is suggested to follow the guidelines closely when first implementing Scrum. However, as seen by the survey, many companies have chosen to make adjustments and do what works for them.
[i] Cristal,
M., Wildt, D. & Prikladnicki, R. (2008), Usage of SCRUM
within a Global Company.
2008 IEEE International Conference on Global Software
Engineering
[ii] Schwaber,
K., Agile (2004)Project
Management with Scrum. Redmund, WA: Microsoft Press.
[iii] Ibid.
[iv] Ibid.
[v] Schwaber,
K. Sutherland, J. (2013) Scrum Guide. Retrieved from
https://www.scrum.org/Portals/0/Documents/Scrum%20Guides/Scrum_Guide.pdf
[vi] Hneif,
M., Ow, S.H. (2009)
Review of Agile Methodologies in Software
Development.
International
Journal of Research and Review in Applied Science. Vol.
1 issue 1. 1-8
[vii]
Schwaber, K. Sutherland, J. (2013) Scrum Guide. Retrieved
from
https://www.scrum.org/Portals/0/Documents/Scrum%20Guides/Scrum_Guide.pdf
[viii] Sharp,
J., Ryan, S. (2011) Global Agile Team Configuration. Journal
of Strategic Innovation and Sustainability vol. 7 (1)
[ix] Cervone,
F. (2011) Understanding Agile Project Management Methods
Using Scrum.
OCLC Systems &
Services:
International digital
library perspectives. Vol. 27 No. 1
[x] Schwaber,
K. Sutherland, J. (2013) Scrum Guide. Retrieved from
https://www.scrum.org/Portals/0/Documents/Scrum%20Guides/Scrum_Guide.pdf
[xi] Ibid.
[xii] Leison,
M. Agile Pain Relief
Consulting. Retrieved from
http://agilepainrelief.com/notesfromatooluser/2011/12/scrummaster-tales-impediments-are-holding-back-the-team.html
[xiii]
Kniberg, H.(2007) Scrum and XP from the Trenches: How we do
Scrum. InfoQ: Enterprise Software Development Series. US:
C4Media.
[xiv] ibid
[xv] Kniberg,
H.(2007) Scrum and XP from the Trenches: How we do Scrum.
InfoQ: Enterprise Software Development Series. US: C4Media.
75
[xvi] Kniberg,
H.(2007) Scrum and XP from the Trenches: How we do Scrum.
InfoQ: Enterprise Software Development Series. US: C4Media.
77
[xvii]
Schwaber, K., Agile (2004)Project
Management with Scrum. Redmund, WA: Microsoft Press.
[xviii] Paulk,
Mark C. "A Scrum Adoption Survey." Software Quality
Professional 15.2 (2013): 27-34.
[xix] ibid