The History of Scrum
The term Scrum comes from a 1986 Harvard Business Review article in which authors Hirotaka Takeuchi and Ikujiro Nonaka made an analogy comparing high-performing, cross-functional teams to the scrum formation used by rugby teams.
Though it has its roots in software development, today Scrum refers to a lightweight framework that is used in every industry to deliver complex, innovative products and services that truly delight customers. It is simple to understand, but difficult to master.
A Scrum team is made by 3 different roles: The Scrum Master, the Product Owner and the Developers. Find here more about these roles:
The Definition of Scrum
Scrum (n): An [agile] framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
Scrum is the most widely used and popular agile framework. The term agile describes a specific set of foundational principles and values for organizing and managing complex work.
Agility is the new way of working. Scrum works by breaking large products and services into small pieces that can be completed (and potentially released) by a cross-functional team in a short timeframe. Scrum teams inspect each batch of functionality as it is completed and then adapt what will be created next based on learning and feedback, minimising risk and reducing waste.
This cycle repeats until the full product or service is delivered—one that meets customer needs because the business has the opportunity to adjust the fit at the end of each timeframe. Because Scrum teams are continuously creating only the highest priority chunks of functionality, the business is assured maximum return on investment.
• Fast feedback
• Continuous improvement
• Rapid adaptation to change
• Accelerated delivery
Scrum helps businesses:
• Innovate faster
• Move from idea to delivery more quickly
• Drive higher customer satisfaction
• Increase employee morale
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