Requirements Management and Change in Scrum
One of the frustrations in a traditional IT project is that the actual development can only start after the requirements and functional specifications have been completed and signed off. This can take months (and even years in some cases). This is what makes Scrum so refreshing, development starts as early as possible and working code is already being delivered early in the project.
From the beginning stakeholders can see that the product is taking shape. One of the drawbacks of working this way is that the product started as an abstract concept, and once there is even a partial deliverable, design flaws and shortcomings can be seen and changes will be requested. This is not a problem in Scrum or any other form of Agile development, change is both expected and welcomed. However, change requests are not just accepted willy-nilly, they need to go through an approval process, even in Scrum.
The reason for this is that the product is designed as a “Minimum Viable Product” and only changes that are essential to deliver this lean and mean product can be accepted. Anything that is a “nice-to-have” feature and does not contribute to the original concept will be rejected. To understand the change process, we first need to review how requirements are managed in Scrum.
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