Section 1: The Scrum Framework
In this part, you will learn why and when to use Scrum and explore the components of the Scrum framework.
This section comprises the following chapters:
- Chapter 1, Introduction to Scrum
- Chapter 2, Scrum Theory and Principles
- Chapter 3, The Scrum Team
- Chapter 4, Scrum Events
- Chapter 5, Scrum Artifacts
Chapter 1: Introduction to Scrum
In this chapter, we will introduce Scrum as an Agile framework, defining both Agile and Scrum and discussing the history and principles behind them. We will then explain the value of using the iterative and incremental development lifecycle prescribed by Scrum and describe some of the other Scrum benefits. We will close this chapter by introducing the PSM assessments and talking about the PSM I assessment in more detail. We will cover the following topics:
- What is Agile software development?
- What is Scrum?
- The value of an iterative and incremental approach
- Why should you choose Scrum?
- Introducing PSM I assessment
By the end of this chapter, you should know what Agile development and the Scrum framework are, how they improve and optimize software development, and what the PSM assessment involves. Let's start by understanding what people mean by the term Agile.
What is Agile software development?
Anyone who has been working in software development over the last 10 years or so will have at least heard of the term Agile. People often talk about doing Agile or being Agile but, beyond a cool-sounding buzzword, what is Agile really all about? Well, to answer that question, we need to look at the origins of Agile software development.
Back in the late 1990s, many senior software developers and industry leaders, fed up with the static and inflexible software development methodologies prevalent at the time, were already experimenting with more flexible and responsive techniques and approaches. In 2000 and 2001, a small group of these influencers met up to discuss these methods and techniques. The unifying theme behind this effort was a desire to be able to quickly deliver working software to end users and to get rapid feedback on the software's impact and scope. In the forthcoming years, methodologies developed under this philosophy came to be known under the umbrella term of Agile.
The Agile philosophy is best captured in the Agile Manifesto (2001), which identifies the following values:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
The Agile Manifesto clearly states that while there is value in the items on the right of this list, we value the items on the left more. So, it is not an abandonment of the old values, but a realization that some new values (individuals and interactions, working software, collaboration, adapting to change) are far more relevant in the modern software development world. In addition, they also came up with a set of principles (see Principles behind the Agile Manifesto in the Further reading section), emphasizing continuous delivery, frequent feedback, personal interactions, and much more. These principles are as follows:
- Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
- Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
- Deliver working software frequently, from every couple of weeks to every couple of months, with a preference for a shorter timescale.
- Businesspeople and developers must work together daily throughout the project.
- Build projects around motivated individuals.
- Give them the environment and support they need and trust them to get the job done.
- The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- Working software is the primary measure of progress.
- Agile processes promote sustainable development.
- The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- Continuous attention to technical excellence and good design enhances agility.
- Simplicity – the art of maximizing the amount of work not done – is essential.
- The best architectures, requirements, and designs emerge from self-organizing teams.
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
It becomes clear that Agile is not a specific methodology, process, or framework but more of a mindset; a set of principles and ideals to guide us through the software development process.
This is a rather important concept to keep in mind: throughout my career, I've heard managers, directors, and developers boasting about being Agile because they have daily stand-up meetings, practice pair-programming, or use a Kanban board (more on these in Chapter 7, The Sprint Journey). All these are perfectly good tools to support an Agile development lifecycle, but their use alone does not make us Agile any more than wearing a cape and my underwear outside my pants makes me a superhero. To truly be Agile, you have to think and act in an Agile manner, that is in a manner consistent with the Agile Manifesto. One of the most popular ways of being Agile is by applying Scrum in your organization or team.
With this in mind, let's take a closer look at the Scrum framework.
What is Scrum?
In the previous section, we mentioned that in the late 1990s several visionaries were experimenting with flexible and adaptive ways to develop software. Two of these visionaries were Ken Schwaber and Jeff Sutherland. They came up with an Agile framework called Scrum, which was based on using the scientific method of empiricism, rather than strictly following a pre-defined plan. Scrum embraces Agile, not only because it was created by two of the people involved in the creation of the Agile Manifesto, but also because the Scrum values are actively derived from Agile principles (see Scrum Values meet Agile Principles in the Further reading section). In fact, most organizations that have adopted Agile methods use Scrum (see The State of Agile in the Further reading section).
It is important to emphasize that Scrum is a process framework, not a process by itself. It introduces a number of rules, milestones, and checkpoints that must be adhered to, regardless of the underlying development process. The Scrum framework can be used to contain a varied number of popular development methodologies, processes, or techniques, as per the organization's working practices. Scrum doesn't tell us how to perform our work, it just sets up a container within which to perform it. We can use whichever development methods and design or release processes we like, within Scrum. As long as these abide by the Agile and Scrum principles, it is absolutely fine to do so.
Scrum encourages the adoption of values such as respect for people, openness, and commitment in order to help us to cope with uncertainty and solving complex problems. It promotes the creation of self-organizing and cross-functional teams that are able to deliver working software independently and in spite of ever-changing external requirements and circumstances.
The Scrum framework consists of three components:
- The Scrum Team: A self-organizing, cross-functional set of people who will deliver the working software.
- Scrum Events: A number of time-boxed events that help create regularity, provide feedback, foster self-adjustment, and promote an iterative and incremental lifecycle.
- Scrum Artifacts: Items that represent work or added value and that provide transparency for the team's work progress and achievements. Artifacts are also the corne...
