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Why Scrum Works for Software Development

Numerous teams are able to produce drastically greater and faster software with Scrum than with other development models. Let’s take a have a look at the components that make up Scrum’s DNA to learn why.

The Funnel Focus

The product backlog defines the product vision, the release backlog defines the release goal, as well as the sprint backlog defines the detailed and granular tasks for the current sprint. With this divide and conquer strategy, teams are able to focus on tiny, concrete tasks at hand throughout the sprint without acquiring bogged by big-picture complexity. At the same time, nevertheless, the large picture is constantly clear and is in no way out of sight.

User stories are an outstanding method to capture the requirements into product backlog. They not merely capture what needs to be carried out, but also capture who will use it, how, and why. Likewise, shorter time boxes and acceptance criteria keep up the time and result focus. The team’s awareness, interaction, and collaboration support focus on software creation, which enables the teams to make use of lightweight processes and documentation.

Moreover, among the ScrumMaster’s responsibilities would be to eliminate distractions that get within the way of team focus. These elements come together to allow the human brain to deliver more, with greater focus and with manageable complexity.

Ownership and Autonomy

In the course of the sprint execution anybody can pick up any job they like. This supplies an superb learning opportunity for team members when they decide on tasks beyond their comfort zone. Given that the entire team participates in job breakdown and effort estimation, everybody contributes and learns from each other to make a wiser team day-by-day. As a result, the feeling of ownership and autonomy gives team members much more commitment and passion towards project execution.

The Team Attitude

Scrum believes in cross-functional and self-organizing teams. It’s an approach that respects a person’s individual capabilities and skills, but at the exact same time doesn’t brand team members with labels like “quality-person,” “database-person,” “UI-person” and so on. It expects team members to play on every other’s strengths and fill weakness gaps as they arise.

With Scrum, teams strives for a common objective — they all win or lose together like a team sport. Victory is not feasible without having collaboration and trust. When political pressures arise, they are balanced and addressed within the context of Scrum roles and responsibilities. The Product Owner owns the requirements roll-in and cares for maximizing the value of team’s efforts. The Team cares for execution, delivery. and good quality. The ScrumMaster cares for running a healthy scrum and solving impediments.

Scrum turns a group of individuals into a team having a mission.

Data Radiators

Sprint information just isn’t embedded in a set software tools –it’s on physical scrum boards placed in public places and also the tasks are touchable cards. The scrum boards have all of the data the team requirements consolidated in 1 location and normally contain sprint status (tasks planned, in-process, carried out), the burndown chart, the number of open problems, the obstacles, the status of the performed criteria, leave strategy, etc. With this strategy, the actions/deliverables of the team are visible to the team (and everyone interested).

Daily stand-up meetings offer a great forum to develop healthy peer-pressure, ask for aid, or gauge the require for assist. Good scrum meetings bond the team and sharpen the focus towards the sprint goal. Additionally, the sprint burndown chart gives a extremely great picture of how the current sprint is happening, while the release burndown chart supplies a greater level picture of how development is coming along in relation to the release objectives. They give timely and excellent opportunities to ??Inspect and Adopt,’ the core principle of scrum. The Scrum strategy offers constant visualization of physical progress, and other data widgets are have a lot more impact than their softer counterparts!


It can be wonderfully motivating to see software becoming shaped brick by brick and offers an excellent sense of achievement to individuals and also the team with every passing day. Scrum meetings provide team members the opportunity to talk about the group’s progress each and every day and it’s not uncommon to see teams applauding an extraordinary achievement in the course of meetings.

The sprint review meeting can be a platform to showcase the product to clients, stakeholders, management, along with other interested groups. Direct customer usage and feedback on the product during and right after the sprint supplies immediate and constant verification of what exactly is becoming carried out. Nothing motivates individuals a lot more than immediate recognition, appreciation, and feedback from individuals that matter. Continuous Improvements

Retrospective meetings offer an opportunity to identify and solve probably the most essential issues facing the team. It also forces teams to feel harder and uncover less obvious issues prior to they turn out to be monsters. Brief sprints enable experimentation along with the chance to try points that, on the surface, appear absurd but later turn out to be amazing solutions. The Fun Factor

Scrum uncovers the otherwise hidden joy of constructing software. As an example, the Planning Poker component of Scrum is as a lot fun as it’s effective and efficient. Celebrations at the end of a sprint are surely warranted right after lots of hard work. Work difficult, party harder, since if we get pleasure from what we do, then we’ll do it better.

Management and Customer Viewpoint

The Scrum strategy gives management good visibility and predictability about the software under development. It inherently motivates people and builds ultra-productive teams. Conversely, clients benefit from the method due to the fact they are able to see, touch, and feel the software every step of the way. It’s much less complicated to take a look at the running software and decide on requirements along the way, as opposed to make an effort to imagine all of them upfront. Considering that clients give concrete feedback in the course of development, requirements can be added and changed anytime into the product backlog, nobody cribs!

As you can see, all of the strands of Scrum’s DNA are equally critical. It’s a method that works due to the fact it can be built around the nitty-gritty of the two complex things that matter most in relation to constructing excellent software — the software itself along with the humans who create it.

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