#scrum development

[wild-e-eep]

Oh. I think I know what this is: Rugby. They're playing rugby. …is this called a scrum, maybe?

[realbadatpoker]

I guess my complaint about agile is that I just got off a $26,000 phone call where I did nothing and we have another one every two weeks forever

[moose-mousse]

Next up! Scrum!

So... this may be a controversial post... I swear, no listen, I SWEAR that is not on purpose nor is it a goal. I hate that nonsense, but I wanted to give you a heads up. If people start talks in the replies or the reposts, be kind. Read the entire post, and their answers and consider their context before engaging in a constructive manner, or decide you have nothing to say that will improve things. And remember the hermeneutics of generosity. (Basically, assume the writer means well, and is just not good at getting their point across) https://nerdfighteria.info/v/ovrzKCQ2JTM/

I say this because entire books have been written about how to do scrum... which I personally consider somewhat insane. And it is my opinion that a lot of this is just the business management consulting scammers that again have taken perfectly good systems, concepts and words and abused them to the point of meaninglessness.

Because scrum is SIMPLE. And great BECAUSE it is simple. A bit harder than agile, but then, usually the way to the goal IS harder than defining the goal, so that checks out. So just like my post on agile, let us start with what problem is scrum trying to solve.

Basically, a company wants to be more agile. But just bursting open a door, pointing to some random developers while yelling "BE AGILE" proved a somewhat ineffective strategy (except for Steve, who immediately did a full split). To be agile you want the development team to decide how they want to do development... so what do you do when they don't know themselves? You do scrum!

Scrum (Named after the "All players grab each-others shoulders and listen to a super quick message by the coach" thing in sportsball) is a plan for how to plan development, analyze how you are doing development, and improve it. It centers around a team of developers (Usually between 4-8) and a constant time period called a sprint. This is usually 1-3 weeks. Then you do these steps: 1: Make a plan for the next sprint. Take the tasks that needs doing, break them down into clear tasks, and hand them out to people. Try to get the amount of work given to each developer as close to the amount of time they have to work on it in the sprint. Write these things down, however you want. 2: Do the sprint! Basically, do development. Each day, have a super short meeting where each developer explains what they did yesterday, and what they plan to do today. With focus on decisions they have made. Each person talks for 1-3 min. If you need to talk more, do it with the specific people you need AFTER this meeting. 3: When the sprint is over, evaluate how the sprint went. This is the most important part, and the one that should be spend the most time and effort on. Because this is the real core of SCRUM. Did everyone manage to do their tasks? Did some run out of things to do? Was certain tasks harder than expected? Why? What things we did could be improved? What things we did should be done differently, or not at all?

You write down your hypotheses, and start again at step 1 with making a plan for the next sprint, this time, with changes you want to test.

If you just realized that this is the very well known "fuck around and find out" or "The scientific method" as some nerds call it, then congratulations! You now understand Scrum at a deeper level than 90% of companies!

Now. There are 2 extra roles in the development team to make sure this method... you know, actually works 1: A scrum master. This is essentially just the poor sucker who makes sure that the team actually follows the plan, and remembers the steps that was agreed upon. They note down interesting things said during the daily meetings, the plan during the planning and the ideas and thoughts during the retrospective meeting. They are NOT a leader or manager. They do NOT dictate anything. Usually they are just a developer who have the magical skill "Being able to take notes and participate in the meeting at the same time" (I am a bit in awe of that skill).

2: A product owner. Sadly, developers have to actually make stuff, not just have fun. And the product owner is there to make sure that everything still centers around the correct goal. "To make great software for whoever wanted to software". If the team is developing software for a costumer outside the firm, then this is a representative of that firm. Ideally the specific person who ordered it. If they are making software based on orders by a manager or a marketing leader, then the product owner is that person. Only the person who wants the software knows what the software should be like. And humans are terrible at communicating so you do not want a game of telephone going on or the futile game of "Just have the costumer write down what they want the software to do, and then we make it". Because the product owner is often busy and so it is ok for them to only show up at the planning and retrospective meetings and it is ok for them to video call in, but their participation is MANDATORY. They MUST be an active part of the meetings or none of this will work.

We want the team to make changes to how they develop, and what they develop on the fly (The developers decide how, they product owners what). And if you do that without a constant line to the product owner, the project will go off the rail very quickly and fail with almost 100% certainty. It is also a great help because not only will the developers be able to get questions answered quickly, the product owner will also get a good insight into how the thing they want are actually being made and make better decisions. Wrong assumptions will be caught early, and misunderstandings minimized. Maybe a thing they want is really hard to do. If they want it enough, then maybe the hard work is worth it. Maybe not. You find out by TALKING.

That is it. That is Scrum. Now, you may already have spottet why so many people get confused on what scrum is, or how specific or expansive it is. Because what scrum is, is a super simple setup, designed to mutate, and test if those mutations are good. Meaning after a while, a team may only have the short meetings every other day. Or have tasks given to sub-teams of 2-3 developers. Or drop the daily meeting and have Sprints that last half a week. Or have moved some of their developers to teams that fits them better, and gotten developers that like the way THIS team works. Or maybe they have a extra meeting in every sprint with a select group of people outside the team that are experienced in working with what the team is currently working on. Or maybe a team does not want to do any part of basic scrum.

And none of these are right or wrong . The ONLY thing that matters is "Does it work for THIS team?".

You may think "But you just described a structure with rules that seem rather strict...". Correct! That is the STARTING point. Meaning very few teams will be running exactly like that, because most teams (hopefully) did not just recently start existing.

But sometimes you also want a reset. A team may not be working well anymore. Maybe some key team members have left the company or gotten other jobs. And it is decided that it is easier to go back to basic scrum and start inventing a new way to do things for the current team. Maybe the team think they might be a bit too used to a current way of doing things to come up with a new one. Maybe the team is dissolved, and its members put into other teams, and a new team is created in its stead to start from basic scrum with individuals from other teams that wants to try new ways of doing things. It is perfect scrum to have a team of veteran developers who have not changed how they develop things in several years because they by now know what they want.

You can easily see why this works, and why it is good. Because if a part is not efficient or the team hates it? Then get rid of it. And it is easy to see why Scrum helps a company become agile. It is a tool that facilitates the worker empowerment and grassroots decisions that agile set as a goal.

You can also see why many companies HATES this. It makes a lot of middle managers unnecessary. It empowers workers to want things, and trains them on how to get them. It stops managers from coming up with "brilliant" new ways to develop software and then force that method onto the developers. Managers who come up with ideas for products will have to explain themselves to the developers, and risk looking silly. In front of the pleb workers!!!. Dear god, costumers will get to see the greasy reality of how the software they want is made! And management have to knowledge that developers are the best at... developing.... And will have to... trust their workers...

A thing you will often hear in defense of not letting teams decide on how to develop, is that if everyone develops in different ways, then nothing will be standardized. Each team may use different tools, languages and architectures! It will be a massive mess!

Which is true... if you completely miss the point. Again, the developers should be free to choose HOW to develop. Not WHAT to develop. The product owner is the major force in deciding what features and products is developed, and standards like code format or use of profiling tools can still be required by management (Which is entirely reasonable).

But the teams get to choose HOW they develop those. A simple example, many people like placing brackets like this: void MyFunction(){ // some code }

But my team prefer doing void MyFunction() { // some code } The idea in scrum, is NOT to allow a team to go "We write however we want!". The idea is "WE decide how we get to the required form". I have worked in a team that simply had a auto-formater build into each of the team members command line tools, so when they pushed to the remote git repo, the code format followed the standard, and when THEY looked at it, it looked how the team preferred it to look. I have seen teams that wanted to work in a different language, so they used a Source-to-source compiler in much the same way.

That is scrum. It is a simple, yet powerful idea.

[vabroapp]

🚀 Understanding Scrum Roles in Vabro🚀

🚀 Understanding Scrum Roles: Scrum Master vs. Scrum Team Member (Developers) 🚀

In a Scrum project, clarity in roles is crucial for smooth collaboration and effective product development and project delivery. Let's delve into the key differences between the Scrum Master and Scrum Team Member (Developer) roles:

🛠️ Scrum Master: The Scrum Master acts as a facilitator and guardian of the Scrum process. Their primary responsibilities include:

Removing impediments: Scrum Masters actively identify and eliminate obstacles that hinder the team's progress, ensuring a smooth workflow.

Facilitating meetings: They organize and lead Scrum events such as Sprint Planning, Daily Stand-ups, Sprint Reviews, and Retrospectives to ensure adherence to the Scrum framework.

Coaching the team: Scrum Masters coach the team on Agile principles, best practices, and continuous improvement, fostering a culture of collaboration and self-organization.

👨‍💻 Scrum Team Member (Developers): The Scrum Team Members, also known as Developers, are responsible for delivering the product increment. Their main duties include:

Implementing user stories: Developers work together to turn user stories from the product backlog into shippable increments during each sprint.

Collaborating with the Product Owner: They engage with the Product Owner to clarify requirements, refine user stories, and ensure alignment with customer needs.

Self-organizing: Scrum Team Members autonomously plan their work, collaborate with peers, and make decisions to achieve sprint goals.

🔗 Vabro's Role-Based Access: With Vabro's role-based access functionality, teams can streamline collaboration and ensure adherence to the Scrum process flow. Whether you're a Scrum Master guiding the team or a Developer focused on product delivery, Vabro provides the tools you need to succeed in your role.

Empower your Scrum teams with Vabro's role-based access feature and unleash their full potential in Agile project management! Visit Vabro.com now. 💼✨

[codingcorgi]

Me in Sprint planning today

[thinxlab]

https://thinxlab.com

Profesionales TI

Te asesoramos con tu: ✅ Sitio web y/o ✅ Tienda en línea ✅ Software a medida ✅ Soporte ténico ✅ Asesoría general

¿Necesitas ayuda?

Contáctanos! 😉 📱+56 9 3922 0836 📱+56 9 9453 8490 ✉️contacto@thinxlab.com

[bookofthrees]

The Intriguing Role of the Number 3 in Software Management

In the world of software management, the presence of the number three is surprisingly pervasive and influential. Whether it’s in methodologies, frameworks, or processes, this number frequently emerges, offering a simple yet profound structure that can be seen across various aspects of the field. From the three-tier architecture to the rule of three in coding, the number three seems to be a…

[dcfontaines]

REMEMBERED THE ORIGINAL CRUSH

[masksonmasks]

Corporate developers often use Agile methodology, so don't beat yourself up for not having a planning system as an amateur! It might be helpful to consider adopting one though if you're a fountain of ideas or find it difficult to prioritise moment to moment.

So as a really high level summary of Agile development, the development team decides what gets focus each week or so. Cycle time varies widely from organization to organization based on what works best for the team, but usually the goal is to keep them at around a week or so. The development team maps out some measurable tasks (there's a clear beginning and end so it's "deliverable"), and commits to that handful of tasks for that defined time period, taking into account how much time each task is expected to last and then padding that estimate to account for unknowns and not overload themselves. Other aspirations/tasks pop up? No problem! They're logged, then placed in a backlog list (unless they're urgent and literally cannot wait) then they get reviewed in the next planning session to see how they fit into the priorities of the next cycle.

Kanban boards are a common accompaniment to Agile development. You can build personal ones for free on sites like Trello or ClickUp (they both have mobile apps too in case you have thoughts while away from your computer). You can even keep multiple boards for different purposes or types of tasks. Many people use kanban boards for non-development projects. Writing, crafts, filing your taxes, whatever- it's very flexible.

There are a lot of courses on how to use kanban boards but basically it's for tracking statuses of assigned tasks. Common columns are "Open" (tasks selected for a cycle), "Blocked" (tasks that can't continue until an issue is resolved), "In Progress", and "Done" but it's highly customizable.

It doesn't have to feel authoritarian and corporate. Many successful dev teams prefer Agile for the sense of structure and the ability to track what they learn about the ups and downs of each project. It's not a tool to judge personal performance and some Agile systems (like Scrum) even have strict rules against assigning blame. It's ultimately about patience, both for yourself and your projects.

In the end, these are your projects and you're doing them for yourself. You call the shots and there is absolutely no problem with setting tasks aside when you find something too hard for now, you fall out of love with a project, or just need time away for whatever reason. If it sucks hit the bricks (log what happened, throw it back into the backlog or close it completely, pick something more fulfilling). It happens all the time in the professional world, and you should allow yourself the same amount of grace if not even more when you're acting as an entire dev team on your own as a hobby you do for fun.

I didn't really take a lot of time to draft this, but I hope this is readable and that someone finds value in this. I'm more than happy to answer questions too so feel free to reach out.

i fucking hate my brain it wants to do so many things and it cant even focus on one of them. like its like "start an rpgmaker game!" "no, you should learn godot!" "what about your 3d models on blender??" "but you have that comic to work on!!" "you should also just draw more things in general" and im like SHUT UUUUPPP it feels like this

[davidelalocomotive]

Scrum, Actually: Confessions of a Reluctant Scrum Master

True story: I hated Scrum.I thought it was broken, pointless, bureaucracy wrapped in buzzwords. Then someone made me a Scrum Master. I reluctantly decided to learn how it was supposed to work. And somehow… it worked. This is the story of how a reluctant Scrum Master accidentally built happy, productive teams—and why I want to write about it. A while ago, I was sitting in a conference…

[mudassir-iqbal]

Agile Mindset vs Agile Ceremonies: What’s the Difference?

In the world of software development and project management, Agile has become a widely adopted methodology. However, many teams misunderstand its true essence. Recently, during a coaching session, I noticed a common pattern: teams were religiously following Agile ceremonies—daily stand-ups, sprint planning, reviews—yet they were not achieving the desired results. Why Is Agile Not Working for…

[roohiisharma]

Advance Your Skills with Scrum Developer Training

Enhance your software development career with Scrum Developer Training! Gain hands-on experience in Agile frameworks, coding practices, and team collaboration. Learn to work efficiently within Scrum teams to deliver high-quality software. Find accredited training providers, flexible learning options, and expert guidance. Whether you're a beginner or an experienced developer, this training will strengthen your Agile expertise. Enroll today and become a valuable asset in Agile development teams!

[vabroapp]

The PO is accountable for maximizing the value of the product resulting from the work of the Scrum Team PO is also accountable for the Product Backlog including: - Developing and explicitly communicating the Product Goal; - Creating and clearly communicating Product Backlog items; - Ordering Product Backlog items; and, - Ensuring that the Product Backlog is transparent, visible and understood.

🔗 Visit www.vabro.com to know more.

[bestpeers]

Project Management Tools Development: Trends and Best Practices

Developing effective project management tools is crucial for enhancing team productivity and ensuring successful project outcomes. Here, we'll explore current trends in project management tool development, discuss best practices, and highlight key considerations for developers.

Current Trends in Project Management Tool Development

Agile Methodologies: Tools are increasingly incorporating agile methodologies like Scrum, Kanban, and Extreme Programming (XP) to facilitate iterative development and rapid adaptation to changes.

Cloud-Based Solutions: Cloud-based tools offer scalability, accessibility, and real-time collaboration, making them highly sought after for distributed teams.

Integration Capabilities: Developers focus on creating tools that seamlessly integrate with other software and platforms, enhancing workflow efficiency.

Customization and Flexibility: Users demand tools that can be tailored to specific project needs, allowing for personalized workflows and views.

AI and Automation: Incorporating AI-driven automation to streamline tasks, predict project timelines, and optimize resource allocation is becoming more prevalent.

Best Practices for Developing Project Management Tools

User-Centered Design: Ensure tools are intuitive and user-friendly to minimize the learning curve and maximize adoption.

Scalability and Flexibility: Develop tools that can grow with the user's needs, supporting both small and large-scale projects.

Security and Compliance: Prioritize robust security measures and compliance with industry standards to protect user data.

Continuous Feedback and Improvement: Encourage user feedback and implement updates regularly to enhance tool functionality and user satisfaction.

Collaboration Features: Include features that facilitate real-time collaboration and communication among team members.

Key Considerations for Developers

Identify Target Audience: Understand the specific needs of your target users, whether they are IT teams, software developers, or general project managers.

Choose Appropriate Development Methodology: Select a development methodology (e.g., Agile, Waterfall) that aligns with the tool's intended use case.

Stay Updated with Industry Trends: Keep abreast of the latest trends and technologies to ensure your tool remains competitive and relevant.

Test and Iterate: Conduct thorough testing and iterate based on feedback to ensure the tool meets user expectations and performs optimally.

Conclusion

Developing effective project management tools requires a deep understanding of user needs, industry trends, and best practices in software development. By focusing on user-centered design, scalability, integration capabilities, and continuous improvement, developers can create tools that significantly enhance project outcomes and team productivity. As the project management landscape continues to evolve, staying adaptable and responsive to user feedback will be crucial for success.

[kingtainorman]

What does larger scale software development look like?

Excellent breakdown! 🫡

[8manage]

The Practice and Application of Agile Development in IT Project Management

With the rapid development of information technology, the complexity and scale of IT projects have increased significantly. Traditional project management methods often struggle to cope with rapidly changing demands. Agile development, as a flexible and efficient approach to project management, has gradually become an essential component of IT project management systems. This article explores the practice and application of agile development in IT project management, analyzing its advantages and implementation methods, and addressing common questions.

I. The Basics of Agile Development

Agile development is an iterative and incremental development method that focuses on delivering small, manageable increments to respond quickly to changes in requirements. Unlike traditional waterfall development, agile emphasizes team collaboration, customer involvement, and continuous improvement.

1.Satisfy customer needs by delivering valuable software.

2.Welcome changing requirements, even late in development.

3.Deliver working software frequently.

4.Foster close collaboration between developers and customers.

5.Encourage face-to-face communication.

II. Advantages of Agile Development in IT Project Management

1.Rapid Response to Change

IT projects often face uncertainty in requirements. Agile development enables project teams to adapt quickly through short iteration cycles, reducing wasted time and resources.

2.Improved Team Collaboration

Agile development emphasizes cross-functional team collaboration, enabling team members to share information in real-time through project management systems, enhancing communication efficiency.

3.Optimized Resource Utilization

By continuously delivering and prioritizing high-value tasks, agile development allows for more effective resource allocation and reduces the risk of project failure.

4.Enhanced Customer Satisfaction

Deep customer involvement and feedback mechanisms in agile development ensure the final product meets customer expectations.

III. Practices of Agile Development in IT Project Management

1. Building Agile Teams

Agile teams typically consist of cross-functional members, including developers, testers, product owners, and Scrum Masters. Each member has clear responsibilities and works closely within the IT project management system.

2. Creating Iteration Plans

Iterations, or Sprints, are at the core of agile development and usually last two to four weeks. At the start of each iteration, the team sets clear goals and uses project management tools to track progress.

3. Utilizing Agile Tools

Agile tools play a crucial role in implementing agile development in IT projects. For example, project management systems like 8Manage PM can help teams plan tasks, track progress, and manage resources.

4. Continuous Improvement

At the end of each iteration, the team holds a retrospective meeting to analyze issues and optimize workflows. This continuous improvement mechanism consistently enhances team efficiency and project quality.

IV. Application Scenarios for Agile Development

1.Software Development Projects

Agile development is common in software development, allowing for quick delivery of features and responsiveness to customer needs.

2.IT Infrastructure Projects

Agile development aids teams in managing complex tasks in projects like data center construction and network deployment.

3.Product Development Projects

Agile development supports cross-departmental collaboration, making it an ideal choice for hardware and software integration projects.

V. Key Factors for Successfully Implementing Agile Development

1.Support from Leadership

Agile development requires a supportive corporate culture, including recognition and resource allocation from leadership.

2.Selecting the Right Project Management System

Choosing an IT project management system that supports agile management, such as 8Manage PM, provides comprehensive support for the team.

3.Training and Education

Providing agile development training to team members ensures everyone is proficient in the methodology.

VI. Frequently Asked Questions (FAQs)

1. What is the core concept of agile development?

The core concept of agile development is to respond quickly to changing requirements through small, incremental deliveries. It emphasizes team collaboration and customer involvement to ensure project goals are achieved progressively.

2. How do IT project management systems support agile development?

IT project management systems support agile development through features like task breakdown, progress tracking, resource allocation, and real-time communication. These tools help teams implement agile practices effectively.

3. Is agile development suitable for all types of IT projects?

Agile development is ideal for projects with frequent requirement changes and short delivery cycles. However, for projects with stable requirements and longer cycles, traditional methods may be more effective. Teams should choose management approaches based on project characteristics.

This article demonstrates how agile development introduces a new perspective and practical approach to IT project management. By selecting the right project management system and tailoring practices to team characteristics, organizations can maximize the benefits of agile development, enabling more efficient completion of IT projects.