Scrum was initially developed for managing and developing products. Starting in the early 1990s, Scrum has been used extensively, worldwide, to:
Research and identify viable markets, technologies, and product capabilities;
Develop products and enhancements;
Release products and enhancements, as frequently as many times per day;
Develop and sustain Cloud (online, secure, on-demand) and other operational environments for product use; and,
Sustain and renew products.
Scrum has been used to develop software, hardware, embedded software, networks of interacting function, autonomous vehicles, schools, government, marketing, managing the operation of organizations and almost everything we use in our daily lives, as individuals and societies.
As technology, market, and environmental complexities and their interactions have rapidly increased, Scrum’s utility in dealing with complexity is proven daily. Scrum proved especially effective in iterative and incremental knowledge transfer. Scrum is now widely used for products, services, and the management of the parent organization. The essence of Scrum is a small team of people. The individual team is highly flexible and adaptive. These strengths continue operating in single, several, many, and networks of teams that develop, release, operate and sustain the work and work products of thousands of people. They collaborate and interoperate through sophisticated development architectures and target release environments.
When the words “develop” and “development” are used in the Scrum Guide, they refer to complex work, such as those types identified above.
Changed wording in The Scrum Master section to provide better clarity to the role. The text now reads:
The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. Scrum Masters do this by helping everyone understand Scrum theory, practices, rules, and values.
The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.
Added to the section Scrum Master Service to the Product Owner
Ensuring that goals, scope, and product domain are understood by everyone on the Scrum Team as well as possible.
Updated the first paragraph of the Daily Scrum section to read:
The Daily Scrum is a 15-minute time-boxed event for the Development Team. The Daily Scrum is held every day of the Sprint. At it, the Development Team plans work for the next 24 hours. This optimizes team collaboration and performance by inspecting the work since the last Daily Scrum and forecasting upcoming Sprint work. The Daily Scrum is held at the same time and place each day to reduce complexity.
Updated the Daily Scrum section to provide clarity on the goals of the Daily Scrum including this text:
The structure of the meeting is set by the Development Team and can be conducted in different ways if it focuses on progress toward the Sprint Goal. Some Development Teams will use questions, some will be more discussion based. Here is an example of what might be used:
What did I do yesterday that helped the Development Team meet the Sprint Goal?
What will I do today to help the Development Team meet the Sprint Goal?
Do I see any impediment that prevents me or the Development Team from meeting the Sprint Goal?
Added clarity around time-boxes
Using the words “at most” to remove any questions that the time-box for Events means maximum length, but could be shorter.
Added to the Sprint Backlog section:
To ensure continuous improvement, it includes at least one high priority way in which the team works, identified in the previous Retrospective meeting.
Added clarity to the Increment section:
An increment is a body of inspectable, "Done"" work that supports empiricism at the end of the Sprint. The increment is a step toward a vision or goal.
How to make retrospective meeting more productive with fun
In scrum scheduled retrospective meeting we always talk about three steps
1. what we can stop
2. what we can continue
3. what we can improve
But after sometime all the above questions become boring, to make this meeting more interactive and interesting
Follow the below method which we have used in a retrospective.
Draw an image on white board as shown above.
Here Car is a symbol of current sprint where
Team have to complete number of stories in current sprint.
Parachute shows that it shoot in between and became impediments for sprint car
Which reduces sprint car speed.
So in this game the each team member has to write two types of sticky notes(with two colours)
One at right side of the car for whatever efforts they have taken to meet sprint goal, so write all positive points at this side.
Second sticky note needs to put on left side and on the parachute. Which means while achieving sprint goal whatever impediments came like parachute which reduced sprint car speed. Also put suggestions to avoid these sort of impediments in future, so team can plan better way in upcoming sprint to boost the car speed.
With this game format team members definitely come with multiple suggestions and they will find it more interesting as compare to earlier boring meeting and it adds 2 to 3 times more comments from team as compare to previous.
Once you get the all points , please discuss with all members and take their views on same and come with action points which will be either with the team or scrum master or PO or management. Make sure as scrum master followup on this point and get it resolved asap and same should get discuss in next retrospective.
This overall meeting will take around hour and half.
Please make sure don't forget to change the image after each two sprints and come with some innovative image on board.
(Ref. Below another example of image for retrospective. This parachute's top past shows team moving in upward direction and the bottom part is impediment as if weight of this box increase it will take parachute down.)
I will also share some more creative ideas in upcoming blogs.
Never Say, I can't , Say I can ... Because T from Can't can be convert into Think , I can Think...
So whenver you say I can't ,First Think why i can not... Put your thoughts into it and you will find multiples
options/opportunities to convert that cant into CAN.