Scrum (software development)

Scrum (software development)
Stefan Morcov · CC BY-SA 4.0 · source
Name	Scrum
Developer	Ken Schwaber, Jeff Sutherland
Released	1995
Genre	Agile software development, Project management

Scrum (software development). Scrum is an agile framework for managing complex product development, originally conceptualized within the software industry. It provides a lightweight, iterative, and incremental structure for teams to address adaptive problems while delivering value. The framework is built upon empirical process control theory, emphasizing transparency, inspection, and adaptation. Its creators, Ken Schwaber and Jeff Sutherland, formalized the method in the mid-1990s and later authored the Scrum Guide.

Overview

Scrum emerged from a 1986 Harvard Business Review article by Hirotaka Takeuchi and Ikujiro Nonaka, which used the term to describe a holistic, team-based approach to product development. Influenced by earlier work on iterative processes and lean manufacturing, Ken Schwaber and Jeff Sutherland presented the formalized Scrum framework at the Object-Oriented Programming, Systems, Languages & Applications conference in 1995. The framework is one of several methodologies under the broader Agile software development umbrella, which was codified by the Agile Manifesto in 2001. Organizations like the Project Management Institute and International Institute of Business Analysis have incorporated its principles into their practices.

Core principles and values

The framework is founded on three pillars of empirical process control: transparency, inspection, and adaptation. These pillars are supported by five core values: commitment, courage, focus, openness, and respect, as defined in the Scrum Guide. It operates on the principle of iterative progress through fixed-length cycles called sprints, typically lasting two to four weeks. This structure allows teams to frequently inspect their work and adapt based on feedback, aligning with the principles of the Agile Manifesto. The approach emphasizes delivering a potentially shippable product increment at the end of each cycle.

Roles and responsibilities

Three distinct roles are defined within the framework. The Product Owner is responsible for maximizing the value of the product and managing the Product Backlog. The Scrum Master serves as a facilitator and coach for the team, ensuring adherence to practices and removing impediments. The Development Team is a cross-functional, self-organizing group of professionals who do the work of delivering the product increment. These roles collaborate within events and use specific artifacts, as outlined by Ken Schwaber and Jeff Sutherland. Larger organizations may scale the framework using models like Scaled Agile Framework or Large-Scale Scrum.

Artifacts and events

Key artifacts provide transparency and opportunities for inspection. The Product Backlog is an ordered list of everything needed in the product, maintained by the Product Owner. The Sprint Backlog is a subset of items selected for a sprint, plus a plan for delivering them. The Increment is the sum of all completed backlog items at the end of a sprint. Prescribed events create regularity and minimize the need for other meetings. These include Sprint Planning, the Daily Scrum, the Sprint Review, and the Sprint Retrospective. Each event is a formal opportunity to inspect and adapt something.

Implementation and adoption

Adoption often begins with training and coaching, sometimes provided by organizations like Scrum.org or Scrum Alliance. Teams typically start by implementing the roles, events, and artifacts as described in the Scrum Guide. Successful implementation requires organizational support and a shift in mindset toward empirical process control. Many companies, including Microsoft, Google, and Amazon, have adopted aspects of the framework. Tools like Jira from Atlassian or Azure DevOps Server from Microsoft are commonly used to manage the process. Scaling frameworks like Nexus (scrum) or LeSS help coordinate multiple teams.

Criticisms and limitations

Critics argue the framework can be implemented in a rigid, ceremonial manner that contradicts its agile principles, a phenomenon sometimes termed "ScrumBut" or "Dark Scrum". Some note that the prescribed roles and events can introduce overhead, particularly for very small or simple projects. The emphasis on fixed-length sprints has been challenged by proponents of more flow-based methods like Kanban. Figures in the software community, such as Dave Thomas, have criticized the commercialization and certification industry surrounding it. Furthermore, its effectiveness can be limited in organizations with deeply entrenched command and control management cultures or in projects requiring significant upfront design.

Category:Agile software development Category:Project management Category:Software development philosophies