Implementing Scrum Management

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  • 0:03 Overview of Scrum Management
  • 1:03 Scrum Management Planning
  • 2:31 Scrum Management Execution
  • 3:07 Communication and Teamwork
  • 3:55 Scrum Tools
  • 4:33 Lesson Summary
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Lesson Transcript
Instructor: Audrey Brown

Dr. Audrey E Brown’s Mastery in Program/Project Management consists of five certifications, along with 15+ years of experience in the field.

Scrum management is a methodology designed to deliver software products faster and with a higher level of quality. This lesson will provide a guideline for implementing the Scrum methodology.

Overview of Scrum Management

Many Scrum trainers promote Scrum management as the next best thing since sliced bread... but is it really? The essence of Scrum is to eradicate the deficiencies in project delivery and increase the likelihood that the end product will match clients' expectations. Scrum management is led by a Scrum master, who is also known as a facilitator, instead of a project manager. Some people use the terms Agile and Scrum interchangeably; however, Scrum is one of the frameworks of Agile.

The four main objectives of Scrum management are:

  1. Deliver products to market at an accelerated pace
  2. Significantly increase the quality of the product
  3. Promote teamwork
  4. Encourage communication

In other words, the delivery of the product is expected to be much faster than the traditional waterfall methodology, and the quality is expected to be higher because clients review the results periodically instead of at the end. Additionally, by design, Scrum methodology fosters teamwork as well as communication amongst the team.

Scrum Management Planning

The product owner kicks off the Scrum management planning process by creating a product backlog, a document containing prioritized features or requirements. The features or requirements will be completed during Scrum sprints, repeatable cycles to complete project work, also known as an iterative process. Keep in mind, Scrum is design to deliver usable features to production within short periods.

The project team must extract the requirements from the product backlog and enter them into their sprint backlog. The project team will create all of the user stories, or breakdown of tasks and then estimate the stories. All of the stories are entered into the sprint backlog, which is a consolidation of user stories. During sprint planning the team will identify and select the stories (or tasks) targeted for completion in the next sprint.

For example, the product owner wants you and your project team to develop software for a special student internship program. The software requirements consist of determining students' eligibility, creating a log for cancellations, and distributing notification letters to selected students. These three requirements are listed in the product owner's backlog and during sprint planning, your project team will select the highest priority task, which is to develop the requirement to determine students' eligibility. At this point, they will write stories (or tasks) to select the eligible students and provide stories estimations. The stories and estimates will be placed in their sprint backlog.

Scrum Management Execution

Sprint iterations are repeated until the final product is completed. The Scrum master and project team identify the user stories and determine the number of stories for each sprint. There may be times where teams don't identify enough user stories for the current sprint; however, in this case, project team members should select one or more user stories from the sprint backlog. When project teams are weak in performing sprint estimation, the stories in the sprints could be either over- or under-estimated. The Scrum master monitors and tracks the status stories via burn down report, which shows the number of stories remaining to completed.

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