Scrum is one of the most popular Agile methods out there, and for good reason. It’s a simple, yet powerful framework that allows teams to get their work done with minimal overhead and bureaucracy. While there are many resources available on how to implement Scrum in your organization, it can be challenging to find an overview of all things Scrum.
Here’s our attempt at providing an easily digestible introduction to the methodology:
Scrum is an agile framework for managing complex product development. It’s a team-based approach to product development in which teams choose how best to do their work, with minimal interference from superiors. Scrum is designed to optimize flexibility and productivity by breaking down large projects into smaller chunks of work, called “sprints.” These sprints are usually one month long, although they can be shorter or longer depending on the project. Each sprint begins with a short planning session where everyone involved in the project gathers together to discuss what they hope to accomplish in that sprint and how they plan on doing it.
After this meeting takes place, each member of the team works independently toward reaching their shared goals throughout the rest of the month (or however long it takes). At its core, Scrum relies heavily on collaboration between members within different groups working toward a common goal—which makes sense when you consider that these same principles can apply across many industries outside software development!
The Scrum Team consists of the product owner, scrum master, and team members.
The Product Owner is responsible for maximizing the value of the product. The role is typically filled by a single person who represents all stakeholders in the organization and maintains a list of stakeholder needs (ideally represented as user stories). This list should include not only functional requirements for features but also non-functional requirements such as performance targets or security holes that must be addressed in order to meet customer needs. The product owner’s goal is to maximize return on investment by delivering working software frequently enough to keep stakeholders engaged yet infrequently enough to prevent waste from accumulating within development teams.
A Scrum Master facilitates communication between management and teams by removing barriers that hinder productivity while ensuring that everyone has what they need to do their jobs well—such as tools or training resources—and removes impediments caused by outside factors such as organizational processes
An effective scrum team should consist of 7-9 members who are cross-functional and multidisciplinary. In other words, these people should have the skills necessary to complete all tasks required for developing a product. This can include designers, developers, testers, quality assurance experts, etc. The scrum team is self-organizing in that it sets its own rules and procedures for achieving goals within a given time frame—typically no more than two weeks.
The Daily Standup can include members of the Scrum Team, as well as stakeholders who have a stake in the outcome. The Scrum Master reminds those invited to attend to speak up if they have questions or concerns about the work being discussed.
In some cases, one person may be responsible for more than one role on the team. For example, you might have a developer who also serves as your company’s QA lead. In this case, it is important that each part of their job is clearly delineated so no confusion exists about how long they’re expected to spend doing what at any given time (for example: spending most of their day coding vs testing).
Daily standups are a 15-minute meeting, so the questions asked during this time need to be specific and targeted. The team should be able to answer all the following questions in less than five minutes:
Another common question is whether a team should consist of more than seven members. The answer depends on the product and its complexity. If your team is working on an application that requires multiple teams, then you will want to make sure that each team has at least one ScrumMaster and Product Owner. This ensures that each sub-team has someone who can help them accomplish their goals and stay on track with their sprints.
A good rule of thumb for determining the appropriate number of people in your scrum team is keeping it small enough so that everyone knows what’s going on but big enough so they can get their work done without feeling like they’re being left out or forgotten about during planning meetings, retrospectives, etc.
This is just an example of how to answer the question about team size. Remember that there are no “right” answers when it comes to Scrum, but there are good practices. Scrum is an agile framework for managing work across teams who need flexibility and adaptability in order to get things done.
No, you can’t have sprints that are longer than one month. Scrum is a framework that helps teams deliver their work in small increments and make adjustments along the way. Sprints should be short enough to be achievable, but long enough to complete a significant piece of work.
The length of a sprint is up to your team—you can have sprints as long or as short as you want them to be so long as they fit within this range:
The main difference between waterfall and Scrum is that the former is sequential and highly structured, while the latter is incremental, flexible, and bottom-up.
When you’re building a house with traditional waterfall development, you first plan out all your ideas on paper before beginning construction—that’s why it’s called waterfall. This process is highly organized and provides very little room for flexibility or change midstream (which can often lead to wasted time and money).
In contrast with this top-down approach of planning everything out in advance before starting any work on your product or service offering: Scrum encourages you to start building something small that customers can use as early as possible—even if it doesn’t fully meet their needs yet! This approach helps reduce risk by giving you more time to make sure everything works well together before putting too much effort into building something big up front.
There are two basic ways to establish capacity:
Yes, you can have multiple teams working on one product backlog, but it depends on the size of your product backlog. If you have a small product backlog, then it’s possible for there to be multiple teams working on it at once. If you have a large product backlog and many teams need to work with each other in order to complete their tasks, then having them all work in parallel will be difficult because they’ll need to collaborate often.
Scrum is a great tool to help teams work together effectively and efficiently. But just like any methodology, it’s important to understand how it works and when it should be used. You may have noticed that some of these questions are closely related.
As you explore Scrum further, we encourage you not only to think about what your team can do better but also how they can improve on their existing processes while doing so!