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Scrum and Organizational Success

Are you curious about the relationship between organizational performance and Scrum?

Scrum has always been a part of Sesame’s service offering, since it allows us to best serve our clients, and thus we’re happy to discuss Scrum with you more. In this article, we’ll look at the Scrum development framework and its organization-wide deployment. When you’re ready to manage your process using Scrum, check out this article for our insight on real world example on how scrum helps you to manage your workflow.

Now we are explaining the real-world example of the implementation of scrum in an organization.

Implementation of Scrum in an organization

Before starting the first Sprint

Usama is excited to be a Scrum Product Owner. He’s been tasked with starting requirement engineering for his first project and wants it done right! After some brainstorming, Usama decides on writing down all essential use cases in Scrum Product Backlog and discussing them with architects so they can start thinking about what will work best in their designs. Next, he initiates an estimation session where different groups come together, such as customer representatives or senior developers, critical stakeholders. These represent crucial aspects need to be addressed in any developing software solution.

The Scrum Product Owner is now ready for the next step in his journey. As a result of this session, we estimated all the backlog items and prioritized them by importance so that they can be broken down into smaller stories before being scheduled to work within sprints with other team members as part of an upcoming planning meeting!

Sprint 1 – Day 0

Usama presents the Scrum Product Backlog items from high to low priority at the Sprint Planning meeting. The team responds to unanswered questions and identifies whether they have the ability, requisite knowledge, and other necessary resources for each task. The participants promise to finish Stories 1, 2, 3, 6, 7, and 8 before the conclusion of the Sprint. We can not achieve Items 4 and 5 in this Sprint because certain technical facilities have not yet been implemented.

Once the sprint planning meeting ends, Abel – the team’s Scrum Master – gathers the team to talk about how we will execute the agreed-upon tasks. All the tasks arising from the meeting are on the Sprint Task board, created beforehand. Once the team members choose a job, they begin working on it.

Sprint 1 – Day 1

The whole team gathers in the morning for their Daily Scrum Meeting. Everyone summarizes what has been accomplished so far, updates the estimated number of hours left on the Sprint Taskboard cards. It also describes what they intend to complete today, and mentions any obstacles to continuing their work. Today, one of the team members expresses his dissatisfaction with his current situation since he needs a new license for one of the software products he employs. Abel asks if other team members are experiencing the same issue and says he’ll take care of it after the meeting. Everyone returns to work after 15 minutes.

Following the meeting, Abel provides an update on the Sprint Burndown. Then he contacts the tool’s software provider, places an order for licenses, and distributes them to those who need them.

Sprint 1 – Day 2

The whole team meets again in the morning for their Daily Scrum meeting. One of the Scrum team members is uncertain about the specifics of one of the user stories in the afternoon. He contacts Usama, the Scrum Product Owner, and they talk about the issues. After the team member has determined what to accomplish, he may go forward with his implementation.

Sprint 1 – Day 28

Abel –Scrum Master– welcomed the team to their first Sprint Review meeting, and it was the last day of the first Sprint. The program has been integrated into the machine. The Scrum Product Owner, Usama – who sits in front of the machine – examines the features to make sure they match his expectations and fulfill all the requirements. He writes in the summary of the session:

Stories 1, 2, 6, and 7 completes on schedule.
The story 3 fails to complete on time.
Story 8 needs minor refactoring.

Story 3 failed since the requirements were unclear and the work required the division of responsibilities, the project was delayed. However, it was a valuable lesson learned for the team’s future success.

The team conducts the Sprint Retrospective Meeting in the afternoon to talk about what went well and improved throughout the Sprint. One of the comments received is that the team feels that they lack understanding of the system architecture. Abel volunteers to make the introductions by inviting the system architect to provide a more thorough overview.

Sprint 2 – Day 1

Based on his previous client interactions, Usama – Scrum Product Owner – adds new items to the Scrum Product Backlog. In addition, he provides more things for narrative 8’s refactoring. Usama then invites the team to the Sprint 2 Sprint Planning Meeting. The group meets with Abel, the Scrum Master, to discuss and commit to stories, and the second Sprint starts.

An Effective Method Of Developing Products

Scrum is an agile software development approach that is built on iterative and incremental procedures. The scrum project management methodology allows software development companies to prioritize critical work and divide it into manageable chunks. Scrum is an agile framework that is adaptive, rapid, creative, and successful at delivering value to the client. Scrum’s primary goal is to serve the customer’s requirements by fostering open communication, collective accountability, and continuous improvement.

The development process begins with what we need to design and develop according to priority.

Agile Scrum | Scrum Ownership and Responsibility — Scrum Process

History of Scrum

Scrum goes back to 1986 when Hirotaka Takeuchi and Ikujiro Nonaka experimented with different product development techniques and failed to reach the optimal product development strategy. Thereafter, they discover scrum-based product development and then they published an article in the Harvard Business Review (HBR) titled “The New Product Development Game”. The article discusses how firms like Honda, Canon, and Fuji-Xerox create new products utilizing a flexible and team-based methodology. In addition, This strategy highlights the critical role of self-organized teams.

In 1993, Jeff Sutherland and his team at Easel Corporation developed the Agile Scrum methodology to use in software development methodologies with the help of object-oriented development, empirical process control, iterative and incremental development.

Process of Scrum Methodology

Scrum methodology focuses on a specified set of activities and responsibilities that must be part of the process. Moreover, it’s a highly adaptable technique that promotes adopting the agile principles within a framework agreed by product team members.

Scrum implements short, periodic chunks called sprints, which typically last between two and four weeks. They are very helpful in tracking feedback. The procedure begins with a list of project objectives/requirements. Then, the project’s client prioritizes these goals based on a trade-off between their value and cost; this is how we define iterations and subsequent deliverables.

Roles of Agile Scrum

The Scrum team aims to produce high-quality software. Therefore, the Scrum project owner concentrates on identifying what qualities the product must have to develop (what to create, what not to create, and in what sequence) and overcoming any obstacles that may obstruct the development team’s tasks.

The Scrum Team consists of the following individuals:

Scrum Master: Scrum Master is the person in charge of leading the team and ensuring they follow the methodology’s rules and practices. He/She handle the project’s obstacles and collaborate with the Product Owner to optimize ROI. In addition, the Scrum Master is responsible for maintaining Scrum up to date and providing guidance, counseling, and coaching to the teams if needed.

Product Owner: The product owner (PO) represents the product’s stakeholders and customers. They concentrate on the business side of things and are in charge of the project’s return on investment. In addition, they communicate the project’s vision to the team and confirm the benefits in stories added to the Product Backlog, and prioritized regularly.

Scrum Team Members: A group of people or professionals with the necessary technical competence who work together to create the project and complete the stories they commit to at the beginning of each sprint.

Scrum Events

Each Scrum event allows some part of the process, product, progress, or relationships to be modified.

Sprint: A sprint is the fundamental work unit of a Scrum team. This is the significant difference between Scrum and other agile development methodologies.

Sprint Planning: Sprint Planning aims to specify what we can accomplish during the Sprint and how we will achieve it. This discussion occurs at the start of each Sprint and defines how we will approach the project based on the Product Backlog phases and timelines. Each Sprint consists of several different characteristics.

Daily Scrum: The Daily Scrum’s purpose is to analyze progress and trends through the Sprint’s conclusion, coordinating activities and developing a strategy for the next 24 hours. It is a short gathering that occurs every day during the Sprint timeframe. We address three separate questions: What did I do yesterday? How am I going to spend my day? What assistance do I require? In addition, the Scrum Master should attempt to resolve any issues or roadblocks that occur.

Sprint Review: The sprint review’s objective is to demonstrate what work has been achieved in relation to the product backlog for future delivery. After the sprint is over, there should be a noticeable and demonstrable improvement in the product to offer to the customer.

Sprint Retrospective: The team examines the sprint’s accomplished objectives, noting both the good and the negative to avoid repeating the errors. This phase makes changes to the development process. The sprint retrospective identifies potential process changes and develops a strategy for implementing them in the next Sprint.

Scrum Artifacts

Product Backlog: It is a set of user stories for a scrum product. The product owner is responsible for creating and maintaining the product backlog. It is prioritized by the product owner, and anybody may contribute to it with the product owner’s consent.

Release Backlog: A release is a period during which we accomplish specific iterations. The product owner and scrum master collaborate to determine which stories should be prioritized for release. The release backlog contains stories which schedule to finish in a certain release.

Sprint Backlog: The sprint backlog is a collection of user stories that must be fulfilled within the sprint. During the sprint backlog phase, the team signs up for tasks independently. The team owns and controls it with the remaining work calculated daily.

Conclusion:

Why use Agile Scrum Methodology?

Scrum is a clear and straightforward framework. The principles, artifacts, events, and roles are very simple to comprehend. Its approach eliminates uncertainties in the development phase while allowing enterprises to add their input.

It is useful for challenging projects because of its arrangement of complicated activities into user stories. Additionally, the clearly defined responsibilities and events provide accountability and shared responsibility throughout the software development cycle. Finally, rapid releases keep the team engaged and users satisfied by allowing them to see progress in a short period.

Scrum may take some time to grasp fully, mainly if the development team uses waterfall methodology. In addition, smaller iterations, daily scrum meetings, sprint reviews, and appointing a scrum master may provide a difficult culture transition for a new team.

However, the long-term advantages surpass the early learning curve significantly. In addition, Scrum’s success in building complex software products across a range of industries makes it an attractive framework for your firm to adopt.