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Scrum is one of the most mentioned words when it comes to agile methodologies, however, it is just a framework that works as a channel to develop “agility”. As described in the first unit Agile is a way of thinking that goes hand in hand with the Agile Manifesto.
Scrum, on the other hand, would be a framework in which, among other things, the vocabulary used in it is defined:
- Roles
- Event
- Artifacts
- Rules
Through which the people who participate in their environment can perform and develop. The big difference is that the frameworks are adaptable and can be worked in different ways, however, the ways of thinking are rigid and bounded.
This is why Scrum can be defined as a framework suitable for developing projects with high complexity. When talking about a complex project, the following aspects can be identified:
- Testing
- Innovations
- New or upcoming practices
- Project with undefined scope
In particular, it is a very suitable practice for environments with a high rate of change in an environment in which the team does not have all the variables clear but a common objective.
The history of Scrum begins with the publication of an article in the Harvard Business Review in 1986, and can be summarized in 6 milestones from its creation to the present day.
– The New Product Development Game” is the Harvard Business Review 1986 article in which the term Scrum is introduced in a context of continuous and incremental knowledge creation. It is when, for the first time, the articulated work of a multidisciplinary team in function of common objectives is related to the progress of the formation (Scrum) of a rugby team.
– During the OOPSLA conference in 1995, Sutherland and Schwaber jointly presented what would become the first Scrum framework.
– As mentioned above, in 2001 the Agile Manifesto was presented.
– Schwaber together with his team decided to found the Scrum Alliance, which set the first certification parameters for the framework.
– Schwaber and Sutherland in 2009 publish a public domain document called The Scrum Guide.
– The Scrum Guide document launches its 5th edition in 2017.
Scrum in work teams
Scrum as already defined is a framework that applied in the right way and in the right projects means a great improvement in performance and efficiency, however, Scrum is characterized by being:
– Light to process and apply
– Easy to understand
– Difficult to master
Consequently, Scrum theoretically enchants everyone who reads it and understands it as a miracle for their project or organization, the truth behind it all is that Scrum is very easy to understand, but it is a framework that requires practice and experience for teams to work efficiently.
At the beginning (4-6 months) in the adaptation stage of the framework, the satisfaction of the teams in terms of efficiencies and feelings can even be negative, to the point of thinking that Scrum is not really the right thing to develop the project. This is because the mindset or way of thinking of the organization and the teams is adapted to work in a traditional way and the resistance to cultural change means great losses in the development of Scrum.
Over time Scrum begins to take shape within the project and people begin to adapt to the new roles and artifacts, thus efficiency begins to rise delivering great value to the project. Once this level of maturity is reached in an organization, the rest of the projects will start and maintain a high level of work efficiency. It is of great importance to be able to manage the expectations of the people that integrate a new Scrum group so that there is no abandonment of the project at the beginning of the team’s formation.
Empiricism in Scrum
Scrum is based on a theory called “Empiricism”, which makes it based on experience. By employing an iterative approach in its framework this implies an improvement of the processes in each iteration in order to manage risks and predict the actions that promote the appropriate development.
Empiricism has 4 fundamental elements to its operation:
– Reliance on human experiences as the formers of existing concepts.
– Denial of absolute truth.
– Recognition that truths can be tested for modification or abandonment.
– Not to oppose reason.
Over time scrum begins to take shape within the project and people begin to adapt to the new roles and artifacts, thus efficiency begins to rise delivering great value to the project.
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