Learning Scrum

The LEGO®-Scrum simulation-based training (SBT) described here shows how LEGO® bricks can help professionals learn first-hand about Scrum methodology, an Agile approach to software development projects. The chapter's objectives are 1) to present the modalities of the LEGO®-Scrum SBT, 2) to demonstrate how LEGO® bricks can help professionals learn, first-hand, about Scrum, and 3) to illustrate how this learning can be relevant and impactful for participants. Based on observations, interviews, and a data collection by questionnaire carried out with 198 participants, the proposed SBT appears to provide a significant, relevant, and valuable learning experience. In addition, four experienced Scrum masters and IT project managers, who played key roles in the SBT, argued that the LEGO®-Scrum SBT provides a realistic representation of real-world Scrum projects; that it is dynamic, complex, challenging, and motivating; and that participants' learning is evocative and relevant, since they learn by doing.

When Is It a Good Fit to Apply the Scrum Approach to Project Management

This chapter discusses how the method selected to manage a project can play a role in the success of that project. Certain projects are better suited to particular models of project management. The traditional, or “waterfall,” approach; the agile approach; and a more refined agile approach known as Scrum, which will be evaluated. The Scrum approach to project management is gaining a lot of momentum in recent years but all projects may not be well suited for this method. By analyzing the different styles of project management, a discussion of the benefits and pitfalls of each approach will be completed as well as how those characteristics may contribute to risks. An examination of project types, project roles, and project management experience will be completed to provide insight for when the Scrum approach to project management is most appropriate to contribute to the overall success of a project and when it may be best to apply a different management style.

Integrating Scrum With Other Design Approaches to Support Student Innovation Projects

Students who are innovating in a project-based context need appropriate frameworks to support applied research that is easily understandable, flexible to different contexts, and appropriate to their needs. Such support is particularly important when the research involves the development of a technology-related artifact, where students need empirical methods for the design and evaluation of that artifact, in addition to guidance in meeting the academic requirements of their courses. This chapter describes a Scrum-based approach for supporting innovations in learning contexts, extending previous proposals in the literature. The context of the research is two academic programs where students undertake innovative technology-based research projects. The new research model is designed to provide a better supporting framework to assist them to effectively manage their projects by integrating the adaptive cycles and ceremonies of the Scrum agile method with complementary concepts and phases from Design Thinking, Design Science, and Design-Based Research.

An Investigation Into Product Owner Practices in Scrum Implementations

The utilization of the Scrum methodology delineates a separation of roles for a product team, with the Product Owner being responsible for identifying and describing product backlog items and making decisions regarding the priority of these items, ensuring business requirements are being met, and providing feedback throughout the project to the team to ensure that there is success in the deployment of the IT solution. Despite the importance of this role, there is scant research to examine the effectiveness of the Product Owner in the outcomes of the Scrum effort. In this chapter, the authors study and empirically evaluate the efficacy of the Product Owner and the practices and procedures that are inherent to the Scrum methodology, as well as the intervening effects of the challenges of the development process and the changing requirements. They conclude by presenting the results of the analysis and the implications of the findings for future work in Scrum, as well as what the research means for Product Owners within organizations that are employing the Scrum methodology.

The Market Value of Scrum

Scrum technologies have been applied in business software for two decades and are an important part of organizations' innovation processes. This exploratory study examines whether the use of Scrum within an organization can be detected from its financial statements by reviewing references to scrum in corporate financial reports filed with the US Securities and Exchange Commission (SEC). While scrum use is widespread in software development, there are very few references to scrum in corporate financial reports. Fewer than one-half percent of businesses filing reports with the Securities and Exchange Commission include scrum capabilities in their business strategy or business competency sections. It appears that senior management has not yet recognized the value of the technology and evaluated its impact on investor evaluation of business prospects. Investors need to seek other media to evaluate scrum implementation at the business.

Traditional or Agile Contracting for Software Development

As the use of software is present in so many activities today, it is important for business in particular to be aware of challenges that may seem different today than before the prevalence of software in our lives. Agile project management is one example: this more recent and nimble approach to software development presents its own challenges. Fortunately, the guiding legal principles related to traditional contract formation and execution are based in principles of fairness and equity, making the customization of legal principles to Agile contracting a reasonable endeavor. This chapter presents basic contract law and such law as it more specifically relates to contracts dealing with Agile software development.

Software Testing Under Agile, Scrum, and DevOps

The adoption of agility at a large scale often requires the integration of agile and non-agile development practices into hybrid software development and delivery environment. This chapter addresses software testing related issues for Agile software application development. Currently, the umbrella of Agile methodologies (e.g. Scrum, Extreme Programming, Development and Operations – i.e., DevOps) have become the preferred tools for modern software development. These methodologies emphasize iterative and incremental development, where both the requirements and solutions evolve through the collaboration between cross-functional teams. The success of such practices relies on the quality result of each stage of development, obtained through rigorous testing. This chapter introduces the principles of software testing within the context of Scrum/DevOps based software development lifecycle.

A Wrinkle in the Promise of Scrum

Jeff Sutherland worked on the first Scrum project in 1993, but the framework as we know it now was formally coined by Jeff and Ken Schwaber in 1995. Since then IT divisions have seen the growing adoption of Scrum within their organization. However, this growth has been peppered with poor examples of adoption leading to lackluster results. This chapter explores why there is such a prevalence of “Bad” Scrum and the impact it has on the culture of the organization. This chapter explores the impact of poorly led transformations and will also provide some ways to reconsider how transformations should pivot.

An Agile Method to Support Students With Special Educational Needs in Regular Education After COVID-19 Contingency

In Mexico there are units of consultants that help schools to make students with special needs be included in regular education they provide the necessary help to enhance the learning process. Their work implies adapting the learning methodology, complementing the planned academic activities, adapting learning goals to the students' needs, providing specific technological tools, analyze the knowledge acquisition, etc. Additionally, there are many factors that can affect these goals and complicate the whole intervention process. The COVID-19 pandemic is making attitudinal changes of students, together with the long academic brake, and the forced on-line learning. Together, consultants, teachers, parents, and scientists have analyzed gaps in the intervention process of the supporting units, related with collaboration, teamwork, adaptations in activities and knowledge acquisition, and proposed a solution to it. In this chapter, the authors present Scrum process as a feasible solution, making easy and stronger the collaboration, role definition, and goals prioritization.

Human Resource Management in Agile Scrum Processes

The value agile scrum process can generate is not guaranteed simply by mere adoption. Rather the process creates an opportunity for improvement in the development process. Mismanagement of the approach by an organization can reduce the potential added value or in extreme situations have a negative impact. Therefore, appropriate management procedures are necessary to realize the full potential of the agile scrum approach. This chapter focuses on the human resource challenges the agile scrum approach creates for an organization. The dynamic pace, cross-functional composition, and self-directed team approach requires special consideration in the development of most human resource functions. In particular, the authors will review changes to the employee selection, performance management, and learning and career development processes. These changes will better align these functions with the values and principals of the agile scrum approach and help organizations manage this sometimes chaotic approach to innovation without constraining it.