The Transition to Agile and Scrum Within a Company

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Suzie Dang is a Project Manager and Scrum Master for Lululemon in Canada.

When I came into my last work space, the words “agile” and “scrum” were used quite often. Being new to the project management workspace, I had assumed this was the methodology with which the company delivered its software projects. I didn’t think anything of it until I took it upon myself to research what “agile” and “scrum” meant.

I’m sure you’re all familiar with these terms, but for those that aren’t:

  • Agile software development refers to a group of software development methodologies based on iterative and incremental development, using collaboration between self-organizing, cross-functional teams.
  • Scrum is a form of agile that provides a framework within which people can address complex adaptive problems while productively and creatively delivering products of the highest possible value. 

Upon further research and immersing myself in training, I soon realized we took bits and pieces of the methodology and framework and claimed we were practicing true agile and scrum.

I had stayed at the company for over a year-and-a-half and decided to move onto new opportunities. As I participated in interviews, there was a trend amongst all of the candidates—they had all mentioned they were practicing agile and scrum.

There is a growing trend in most companies to throw these two words …

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