Integrating Change in Scrum
Scrum helps businesses to be flexible and receptive to change. The Scrum framework undertakes change requests at any time during the project, however the implementation of these changes is addressed when the Prioritized Product Backlog is created or updated. Changes are integrated into Scrum if and only if the results provide increased business value for the customer. The Product Owner is the initiator of change requests in addition to the project stakeholders. Scrum stakeholders include end users, sponsors, customers and the Core Scrum Team. Following is a summary of the reasons behind change requests from each of the change requesting groups.
1. Stakeholders – This group has a vested interest in the outcome of the project and submits change requests at any time during the project. Changes are driven by technology, market conditions, legal or regulatory requirements, and other business related conditions. When the project deliverables are being reviewed, for example, during Reviews, Demos, or Retrospectives, recommended change requests are added to the Prioritized Product Backlog after approval. It is important to note that there are other unspecified situations and reasons why changes are requested and approved.
2. Core Scrum Team – The Core Scrum Team (Scrum Master, Product Owner and Scrum Team) has a significant involvement with product development and their interactions with internal and external stakeholders can result in change requests. In this case, the Product Owner has the final say as to whether the changes will be accepted into the product backlog. Other situations include product discussions where recommendations for improvement result in change requests.
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