Scaling Scrum for Large Projects is written from the perspective of a large project team that coordinates activities of multiple Scrum Teams in one big project to produce potentially shippable product increments/deliverables Large projects require multiple Scrum Teams to work in parallel. Information gathered from one team may need to be appropriately communicated to other…
The fundamental Scrum processes defined in SBOK Guide by SCRUMStudy are valid for all Scrum projects, and concepts mentioned in the SBOK are sufficient for managing Scrum projects with just a few Scrum Teams, typically 1 – 3 Scrum Teams. When we deal with large projects generally involving four or more Scrum Teams, some additional processes…
Understanding defined roles and responsibilities in a Scrum project is very important for ensuring the successful implementation of Scrum. Scrum principles can be applied to any type of project in any organization and must be adhered to in order to ensure effective implementation of the Scrum framework. Organization in Scrum can be understood by defining…
What is a Sprint Backlog? Is it a baseline, a record or a report? Baseline is a project document, which, defines aspects of the project and, once approved, is subject to change control. It is used to measure project’s actual performance as against planned targets. A record maintains information on the progress of the project.…
Recently Scrum has gained immense popularity and attention among the management and development methodologies. So let us see what a Scrum Project is all about. A Scrum project involves a collaborative effort to create a new product, service, or other result as defined in the Project Vision Statement. Projects are impacted by constraints of time,…
Scrum methodology requires a change in mindset from traditional methods. The central focus has moved from scope in Waterfall methods to achieving maximum business value in Scrum. While in Waterfall, cost and schedule are altered to ensure the desired scope is achieved, in Scrum, quality and constraints can be altered to achieve the main objective…
The Scrum Body of Knowledge (SBOK™) provides guidelines for the successful implementation of Scrum—the most popular Agile project management and product development methodology. It provides a comprehensive framework that includes the principles, aspects, and processes of Scrum. Scrum, as defined in the SBOK™, is applicable to the following: • Portfolios, programs, and/or projects in any…
The Scrum Body of Knowledge (SBOK™) provides guidelines for the successful implementation of Scrum—the most popular Agile project management and product development methodology. It provides a comprehensive framework that includes the principles, aspects, and processes of Scrum.
Scrum, as defined in the SBOK™, is applicable to the following:
• Portfolios, programs, and/or projects in any industry
• Products, services, or any other results to be delivered to stakeholders
• Projects of any size or complexity
The term “product” in this Body of Knowledge may refer to a product, service, or other deliverable. Scrum can be applied effectively to any project in any industry—from small projects or teams with as few as six team members to large, complex projects with up to several hundred team members.
This first chapter describes the purpose and framework of the SBOK™ and provides an introduction to the key concepts of Scrum. It contains a summary of Scrum principles, Scrum aspects and Scrum processes. Chapter 2 expands on the six Scrum principles which are the foundation on which the Scrum framework is based. Chapters 3 through 7 elaborate on the five Scrum aspects that must be addressed throughout any project: organization, business justification, quality, change, and risk. Chapters 8 through 12 cover the 19 Scrum processes involved in carrying out a Scrum project. These processes are part of the 5 Scrum phases: Initiate; Plan and Estimate; Implement, Review and Retrospect; and Release. These phases describe in detail the associated inputs and outputs of each process, as well as the various tools that may be used in each. Some inputs, tools, and outputs are mandatory and are indicated as such; others are optional depending on the specific project, organizational requirements, and/or guidelines set forth by the organization’s Scrum Guidance Body (SGB). Finally, Appendix A contains an overview of The Agile Manifesto (Fowler and Highsmith, 2001) and a discussion of various Agile methods for those who want more information about Agile.
In the mid 80’s, Hirotaka Takeuchi and Ikujiro Nonaka defined a flexible and all-inclusive product development strategy where the development team works as a unit to reach a common goal. They described an innovative approach to product development that they called a holistic or “rugby” approach, “where a team tries to go the distance as…
Although there are similarities in Scrum and traditional project management methods with regard to definition of ‘quality’ (i.e., the ability of the product to meet the agreed Acceptance Criteria and achieve the business value expected by the customer), differences exist in terms of how the approaches address the implementation and achievement of the required quality…
