Why is it called a scrum 2024?
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Amelia Lee
Studied at the University of California, Berkeley, Lives in Berkeley, CA, USA.
As a seasoned expert in Agile methodologies and team dynamics, I find the question of why the term "scrum" is used quite fascinating. The term "scrum" in the context of Agile project management and software development is derived from the world of rugby, and its adoption into Agile practices is a testament to the parallels drawn between the sport and the collaborative nature of team-based work.
In rugby, a scrum is a method of restarting play where the forwards of each team bind together in a tight group, with the ball being fed into the tunnel formed by their bodies. This formation is designed to be robust, flexible, and able to quickly adapt to changing situations on the field. It requires teamwork, communication, and a shared understanding of the game strategy.
When Jeff Sutherland, one of the creators of the Agile Manifesto, introduced the scrum framework in 1993, he was inspired by a study conducted by Hirotaka Takeuchi and Ikujiro Nonaka in 1986. This study, which was published in the Harvard Business Review, used the rugby scrum as a metaphor for high-performing, cross-functional teams in a business context. Takeuchi and Nonaka highlighted the similarities between the scrum formation in rugby and the way successful teams operate in dynamic environments. They noted that these teams, like a rugby scrum, are characterized by:
1. Adaptability: The ability to quickly adjust to changes and challenges.
2. Collaboration: Working closely together towards a common goal.
3. Communication: Open and clear channels of communication within the team.
4. Cohesion: A unified team with a shared vision and understanding of their roles.
The term "scrum" was chosen because it encapsulates these qualities. In Agile scrum, a team works together in short iterations, known as sprints, to accomplish a set of goals. Each sprint is kicked off with a planning meeting, where the team decides on what they will achieve. Throughout the sprint, the team meets daily in a brief stand-up meeting, known as the daily scrum, to discuss progress, challenges, and next steps. This is akin to the rugby scrum where the team comes together to align and coordinate their efforts.
The scrum framework also includes roles such as the Scrum Master, who facilitates the team's progress and removes any impediments, and the Product Owner, who represents the stakeholders and prioritizes the work. These roles are designed to support the team's ability to self-organize and make decisions that best serve the project's objectives.
In conclusion, the term "scrum" in Agile methodologies is not just a borrowed term from rugby; it is a deliberate choice that reflects the core principles of Agile development. It signifies a framework that values adaptability, collaboration, communication, and cohesion, enabling teams to perform at their best in a rapidly changing environment.
In rugby, a scrum is a method of restarting play where the forwards of each team bind together in a tight group, with the ball being fed into the tunnel formed by their bodies. This formation is designed to be robust, flexible, and able to quickly adapt to changing situations on the field. It requires teamwork, communication, and a shared understanding of the game strategy.
When Jeff Sutherland, one of the creators of the Agile Manifesto, introduced the scrum framework in 1993, he was inspired by a study conducted by Hirotaka Takeuchi and Ikujiro Nonaka in 1986. This study, which was published in the Harvard Business Review, used the rugby scrum as a metaphor for high-performing, cross-functional teams in a business context. Takeuchi and Nonaka highlighted the similarities between the scrum formation in rugby and the way successful teams operate in dynamic environments. They noted that these teams, like a rugby scrum, are characterized by:
1. Adaptability: The ability to quickly adjust to changes and challenges.
2. Collaboration: Working closely together towards a common goal.
3. Communication: Open and clear channels of communication within the team.
4. Cohesion: A unified team with a shared vision and understanding of their roles.
The term "scrum" was chosen because it encapsulates these qualities. In Agile scrum, a team works together in short iterations, known as sprints, to accomplish a set of goals. Each sprint is kicked off with a planning meeting, where the team decides on what they will achieve. Throughout the sprint, the team meets daily in a brief stand-up meeting, known as the daily scrum, to discuss progress, challenges, and next steps. This is akin to the rugby scrum where the team comes together to align and coordinate their efforts.
The scrum framework also includes roles such as the Scrum Master, who facilitates the team's progress and removes any impediments, and the Product Owner, who represents the stakeholders and prioritizes the work. These roles are designed to support the team's ability to self-organize and make decisions that best serve the project's objectives.
In conclusion, the term "scrum" in Agile methodologies is not just a borrowed term from rugby; it is a deliberate choice that reflects the core principles of Agile development. It signifies a framework that values adaptability, collaboration, communication, and cohesion, enabling teams to perform at their best in a rapidly changing environment.
2024-06-02 16:15:10
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Works at the International Criminal Court, Lives in The Hague, Netherlands.
When Jeff Sutherland created the scrum process in 1993, he borrowed the term "scrum" from an analogy put forth in a 1986 study by Takeuchi and Nonaka, published in the Harvard Business Review. In that study, Takeuchi and Nonaka compare high-performing, cross-functional teams to the scrum formation used by Rugby teams.
2023-06-22 01:47:26
Lucas Smith
QuesHub.com delivers expert answers and knowledge to you.
When Jeff Sutherland created the scrum process in 1993, he borrowed the term "scrum" from an analogy put forth in a 1986 study by Takeuchi and Nonaka, published in the Harvard Business Review. In that study, Takeuchi and Nonaka compare high-performing, cross-functional teams to the scrum formation used by Rugby teams.
