The Scrum Framework
Agile Software development is any development environment that follows the twelve principles of the Agile Manifesto. Different ways of applying these principles are called frameworks. Some of the more popular Agile frameworks are Scrum, Kanban, and Extreme Programming. The Scrum framework follows several theories and values and sticks to a specific team build.
By anticipating the different parts of the Scrum framework, and its differences from traditional programming, developers can work more efficiently. When developers know what to expect of themselves, and of the Scrum team, they can focus on creating working software.
What is Scrum?
Scrum is a framework of Agile software development that can work equally well for both large and complex projects and small and simple projects. Because of its adaptive nature, Scrum is attractive to many different organizations. Whether the organization needs to build small projects, large projects, or a mix of both, Scrum works for any size and complexity. Scrum teams can work for months or even years on large software products. Many Agile frameworks might slow their pace over time because of technical debt or other hurdles. Scrum allows time and meetings to planning and problem-solving. By working through several sprints, a Scrum team develops a velocity. The velocity is the average number of story points that the team delivers each sprint.
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