Agile is the mindset, scrum is the framework. This is how scrum is usually presented at trainings and sessions about “agile”. But what does it really mean?

Why

Your business is changing. In fact it has already. Major disruptions are happening everywhere and in every place in this Uber sharing economy where new ideas challenge the old, and applications and services are built with a rapid speed and gets consumed by your customers, now.

If you chose to join this, or not, is up to you. Digitalization is just one word for not only turning papers in to digital solutions, but even more so build smart solutions that solves some need for someone. And there you go, a new business model has just been invented.

To be agile is to be able to respond to business changes rapidly. Not to code faster. So we need a way of working that enables us to validate and test our assumptions quick, so we don’t waste time and money building things no one wants or needs.

The 4 agile values

Agile working methodologies are broadly misunderstood. They are sometimes seen as new, rouge, crazy, disorganized and weird. It couldn’t be further from the truth. In fact, agile could be very strict if we wanted to. Also, it’s been around since 2001. 2018 that is – yes – 17 years.

The agile values goes

We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

That is, while there is value in the items on
the right, we value the items on the left more.

And the 12 principles behind the Agile Manifesto:

We follow these principles:

Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.

Welcome changing requirements, even late in
development. Agile processes harness change for
the customer’s competitive advantage.

Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.

Business people and developers must work
together daily throughout the project.

Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.

The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.

Working software is the primary measure of progress.

Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.

Continuous attention to technical excellence
and good design enhances agility.

Simplicity–the art of maximizing the amount 
of work not done–is essential.

The best architectures, requirements, and designs
emerge from self-organizing teams.

At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.

 

A basic Scrum setup

Everything has to start somewhere and for a new team the Scrum setup would be a great place to do that.

Scrum Framework from Scrum.org

 

There are 3 roles:

Product Owner – prioritizes the backlog. Talks to stakeholders and customers.

Scrum Master – facilitates discussions, workshops and ceremonies (meetings). The teams servant leader.

Team – cross functional, everything the project or product needs to create a solution to the needs from the backlog. 100% dedicated and allocated.

More info

The Scrum Guide – a complete PDF with all you need to know.

ScrumAlliance

Scrum.org

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