Scrum theories, values and team
Scrum was created to deliver better products, faster and to allow the development team to incorporate the changes needed throughout the project without needing to wait until the end of the project. The work is gradually incremented by each sprint completion and since it’s iterative, it is easier to adapt to changes or solve problems down the road. Scrum believes in each person as being autonomous and capable of performing his/her job. What is great about Scrum is its capability of adapting, changing what is not going well, to improve for the future.
One of the values of Scrum is courage: meaning that the development has the courage to work on the project and deliver their work, even if it’s a complex task. The other one is the focus: by defining the product backlog and what is going to be done on each sprint, this allows the development team to focus on the work ahead and not get distracted by problems or other tasks which are not part of the sprint. The third value is commitment: each person within the development team will have their own tasks to complete and at the beginning of the sprint they, individually decide how many tasks they can deliver in that sprint. The fourth value is respect: each scrum member respects the other on completing their tasks. The last value is openness: all the team members are open about their tasks and also about the problems that they may encounter during the sprint.
The Scrum team is composed of Product Owner, Scrum Master, and development team. The Product Owner is the one responsible for defining the product backlog and is the voice of the customer to the scrum team. The Scrum Master is the facilitator, his main job is to keep the development team on track and help them to remove the roadblocks and impediments. The development team is everyone responsible for actually doing the tasks within the sprint, they deliver the work.
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