When the most successful companies need to overcome a challenge fast, they often turn to Scrum – a way of working that leaves no room for distractions and concentrates on getting a product finished quickly and correctly. Scrum enables people to do their best work, usually in self-managed teams. The goal is to accomplish far more work, with more agility, in less time. Author J.J. Sutherland, a former journalist and son of Jeff Sutherland, the original co-developer of Scrum, puts his narrative skills to good use in this engaging manual.
Scrum lowers the cost of changing your mind.
Today’s companies must respond to rapid technological change or find themselves left behind. Many have turned to Scrum – or, sometimes, Agile – management processes that help organizations move their work along more efficiently. Software developers created Scrum in the 1990s in their search for valid, rapid results. Scrum helps reveal new possibilities, expands development options, and finds value even in failure.
Familiarity with Scrum benefits individuals and institutions that are confronting change. Organizations that follow Agile approaches embrace five values: Agile prizes people above rules and regulations, functional software above documentation, client engagement above written contracts, responding to change over sticking to a plan, and learning from mistakes above assigning blame. A Scrum mindset emphasizes collaborating, embracing change, and learning from mistakes.
Scrum teams work in “Sprints” with defined goals.
A Scrum team works in one-to-four-week iterations, or Sprints, each with a definite goal. The Scrum Master...
J.J. Sutherland is CEO of Scrum Inc., a consulting and training firm. He also co-wrote Scrum: The Art of Doing Twice the Work in Half the Time, with his father, Jeff Sutherland, the co-creator of Scrum.
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