Project Management with Agile – Scrum

March 20, 2008 at 10:10 am 4 comments


Scrum is a project management method for agile software development.

Although Scrum was intended to be for management of software development projects, it can be used in running software maintenance teams, or as a program management approach: Scrum of Scrums.


The approach was first described by Hirotaka Takeuchi and Ikujiro Nonaka in The New New Product Development Game (Harvard Business Review, Jan-Feb 1986). They noted that projects using small, cross-functional teams historically produce the best results, and referred to this as the “rugby approach”.

In 1991, DeGrace and Stahl, in Wicked Problems, Righteous Solutions referred to this approach as Scrum, a rugby term mentioned in the article by Takeuchi and Nonaka.

Ken Schwaber used an approach that led to Scrum at his company, Advanced Development Methods, in the early 1990s. At the same time, Jeff Sutherland developed a similar approach at Easel Corporation and was the first to call it Scrum. Sutherland and Schwaber jointly presented a paper describing Scrum at OOPSLA ’96 in Austin, its first public appearance. Schwaber and Sutherland collaborated during the following years to merge the above writings, their experiences, and industry best practices into what is now known as Scrum.

Schwaber teamed up with Mike Beedle in 2001 to write up the method in the book Agile Software Development with SCRUM.

How it works?

Scrum is a process skeleton that includes a set of practices and predefined roles.



Maintains the processes and works similar to a project manager

Teaches and implements Scrum

Ensures Scrum is practiced properly

Maintains required documentation

Product Owner:

Represents the stakeholders / customers

Prioritizes product requirement


Develops product

Responsible for failure / success

Self managed and organized


Sprint Planning Meeting

Before every Sprint

What to do

How to do


Release cycle of 15-30 days

No change in between

Daily Scrum

15 minutes meeting on a daily basis (while in Sprint)

What members did since last meeting?

What they plan to do till next meeting?

Any obstacles if any

Scrum Review Meeting After every Sprint

Demonstrate the work done


Scrum Retrospective Meeting

Product Owner no required

Is done after review meeting

Discuss experiences / problems to improve further


Product Backlog

Prepared and managed by Product Owner

Same as project plan and monitors entire project

Prioritization done for better results

Requirements can be added

Burndown Chart

Helps in predicting problems

Works like an overall tracker

Useful for evaluating overall performance

Sprint Backlog

A real time picture of work in a Sprint

Product requirement that will be covered in a Sprint

Avoids problem that may delay / fail a release

Doesn’t allow any addition

Can be modified only my Team


Agile Project Management with Scrum – Ken Schwaber



Entry filed under: Management. Tags: , , .

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4 Comments Add your own

  • 1. Boris Gloger  |  March 20, 2008 at 7:06 pm

    Impediment backlog – it is very important to watch and track impediments and track them.

  • 2. Nitesh Ambuj  |  March 27, 2008 at 7:54 am

    Hi Boris,

    Can you please throw some light on Impediment backlog?

    Thanks & Regards,
    Nitesh Ambuj

  • 3. Boris Gloger  |  April 4, 2008 at 8:11 pm

    The impediment backlog is a list of all impediments. The ScrumMaster owns this list. It is his working tool. The team can prioritize this list for the ScrumMaster, so he knows what he has to focus on.

  • 4. Nitesh Ambuj  |  April 5, 2008 at 4:04 am

    Hi Boris,

    Thanks for the information.

    Can you please refer some URL for self study on this?

    Thanks & Regards,
    Nitesh Ambuj


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