Scrum
Another facet that allows Scrum to have such scalability is its rhythm over time. Other Agile frameworks may be geared specifically toward small, short projects. For Scrum projects, teams find a certain pace and can typically keep this pace over long spans of time. This means that teams can work on short projects, but they can similarly continue working for months or even years to accomplish much larger goals.
Developers on Scrum teams are part of a bigger operation. While they are not like interchangeable cogs in the larger machine which is how traditional methods treat developers, Scrum developers are able to shift between features as necessary. Between sprints, if priorities shift, developers can be assigned completely new tasks to work on for the next software release.
Feature-Driven Development
Another popular Agile framework, Feature-Driven Development or FDD starts at the finished product that it seeks to create and works backward. FDD creates a process that will create the desired product feature by feature. Unlike other frameworks that may shift priority frequently within the same project, FDD typically takes a direction and pursues a feature or set of features until it is finished. How do you eat an elephant? One bite at a time.
Developers on FDD teams can typically get comfortable with a specific feature. Unlike other frameworks that may have developers change features any time stakeholders shift priorities, FDD developers can expect to continue working on features to their completion.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios