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Where it all began!

F irst steps towards the Scrum Methodology were taken in the year 1986, by
2 Japanese experts of commercial product development - Hirotaka Takeuchi
and Ikujiro Nonaka. They published an article - “New New Product
Development Game” in the Harvard Business Review. (Yes 2 News!)
Interestingly, the Total Quality Management (TQM) came out of the
manufacturing industry and so did Agile and Scrum. Hirotaka and Ikujiro
referred numerous use cases from the automotive and printer manufacturing
firms. And another striking similarity - the very evident Japanese connection
again!
Through their research they ascertained that – small, self-organizing teams fed
with clear objectives and when given the freedom to develop their own
execution strategy are proven to be highly successful in achieving their goals –
quality products and services!

The main focus of Scrum is –Speed and Flexibility and though born out of
manufacturing it was adopted and widely popularized by Jeff Sutherl and
& Ken Schwaber for software development in 1995

Another interesting aspect about the agile methodology is the Scrum

Framework. Scrum was inspired by the game of Rugby and its principle of
breaking the game into individual touchdowns rather than running the Hail
Mary every time!

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 (source - https://medium.com/@warren2lynch/the-brief-of-history-of-scrum-15efb73b4701)

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The Agile Manifesto
However, it was not until the February of 2001 when the “Agile Manifesto”
was signed and released by the seventeen participants including Ken and Jeff.
The history of agile manifesto is a good read for all agilists to understand how
“Agile and Scrum” as we know it today came into being.

The most noteworthy outcomes of the Agile Manifesto are:

4 Core Values

Individuals Working
Responding
and software over Customer
to change
interactions comprehensi collaboration
over
over ve over contract
following a
processes documentati negotiation
plan
and tools on

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12 Principles

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 a couple of weeks to a couple of
months, with a preference to the shorter timescale.
Business people 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 behaviour accordingly.

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What is Scrum?
Now, the Scrum we know today is the hard work of Ken and Jeff who
pioneered it into the mainstream of software development.
Scrum as explained by Scrum Alliance is “a process framework that has been
used to manage work on complex products since the early 1990s. Scrum is not
a process, technique, or definitive method. Rather, it is a framework within
which you can employ various processes and techniques. Scrum makes clear
the relative efficacy of your product management and work techniques so that
you can continuously improve the product, the team, and the working
environment.”

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The Scrum Framework consists of

Scrum
Team

Scrum Scrum
Events Artefacts

Scrum
Rules

Understanding Scrum: The Benefits

While we will be discussing all aspects stated above in the coming chapters, I
would like to complete the Scrum Introduction with some of its benefits as
food for thought for you 

Going back to the basics or the roots, Agile Methodology is all about making
things happen and if I may, is born out of the practical experience and a more
pragmatic approach to the long standing problems faced during product
manufacturing and development.
Think of the key highlights of discussions with your customers and team
members. I am sure the below items would just stand out and stare right at
you:

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If it is a customer

I like the new feature(s)

I would have liked the I am not signing another
or modification(s) you
speed of delivery to be cheque unless I see a
proposed, but can we
better. working product.
reduce the cost?

How soon can you help I want more control

me go-to-market or over the development
release for actual use? process

And when it is our team

We aren’t clear of the requirements – What exactly does the customer
want?
It cannot be delivered as per the current timelines
We need more hours, more time
Why should we work on weekends?
Will this product ever see the light of the day?
See what I mean? Both of them are right in their own ways and there approach
or concerns are justified too. There is a distinct disconnect – even though both
have the right intent towards the product our long standing ways of
developing product doesn’t allow for the much needed true sync between the
critical stakeholders.
Hence, the agilists came up with multiple agile methodologies such as Lean,
Kanban, Six Sigma, Scrum etc. And Scrum Project Methodology has proven to
be the most relevantfor software development projects in today’s business
landscape.
Stay tuned for detailed coverage of the Scrum Methodology in the upcoming
chapters.

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 Try Orangescrum Today!

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performance, and avoid burnout with Orangescrum.

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