The Scrum Framework
Inspection and adaptation are the last two theories. At the end of a sprint when the Scrum team reviews what went well or badly, this process is called the inspection. If developers and other roles offer genuine feedback, the team can determine where problems lie. Once the team identifies problem areas, they must plan to resolve these issues. This process is called adaptation. After developing a plan to improve, the Scrum team applies the plan in future sprints. By repeating this cycle of inspection and adaptation over time, the Scrum team becomes more efficient. For developers, this requires reacting positively to change. Development methods may change sprint to sprint as the team decides to try new methods. The developer role must be able to accommodate these changes and continue with their responsibilities.
Scrum Values
Like theories, Scrum maintains certain values that result in a better software development environment. The most important value is flexibility. Scrum teams do not use methods just because other teams use them. They choose methods that work best for each individual team. If something works, and products are completed, those methods are considered successful.
For developers, this flexibility means that they can work according to their strong suits. Developers naturally gravitate toward what they do best. The flexibility of Scrum allows developers to distribute tasks according to who can most effectively complete them.
Creativity means that the Scrum team is not bound to a traditional solution. If developers can think of a better solution or method, they are able to try it. With adaptation, they can then proceed to hone this method into what works best for their specific team.
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