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The Scrum Framework
Written by Daniel Pedemonte   
Wednesday, 23 January 2013 13:45

An outcome-oriented Coaching Process that you can easily apply to any situation, Part ONE

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A simple introduction

The Scrum Methodology is an action-oriented process designed to facilitate and add fluidity to any project you might be involved in.
There is a difference between a goal and an outcome. A Goal is an idea with a deadline; but it only becomes an Outcome when you begin to develop a strategy for how you’re going to achieve it. For this idea to really manifest you must have a very clear outcome, a compelling purpose to drive you and an action plan, a strategy that is flexible, giving you unlimited choices about how to achieve that outcome.
The Scrum methodology can be used as a guideline to turn goals into outcomes.

Last Updated on Wednesday, 23 January 2013 17:13
Anthropological View of Scrum
Written by Lisbeth Cardoso   
Wednesday, 02 January 2013 18:26


Anthropology is the science that studies humanity: human’s social, human behavior, cultural organizations, to mention some. A central concern of anthropologists is the application of knowledge to the solution of human problems.

Scrum incorporates new values, concepts, rules, practices and roles into an organization alongside boosting human interactions. Therefore, Scrum must be also considered form the anthropological perspective.

For instance, the Daily Scrum meetings reinforce communication between the team and the Scrum Master.

The Sprint Planning Meetings demand also an active Product Owner’s involvement throughout the entire development process.

Scrum introduces a new vocabulary, set of practices and rules.

Scrum promotes courage and trust by keeping an up-to-date and honest Product Backlog.

Scrum encourages team members to be always committed and focused on the project, and Scrum Masters to facilitate team members’ work at any cost.

Scrum also revolutionizes management approach by granting freedom to act to team members.

Anthropology shows us that changing cultures is one of the most demanding and difficult challenges to accomplish within a group of individuals. Scrum is definitely modifying, for the better, the way software development is perceived nowadays, no doubt about it.

Last Updated on Wednesday, 02 January 2013 20:43
Complexity Science View of Scrum
Written by Lisbeth Cardoso   
Monday, 03 December 2012 18:48


Scrum is definitely an easy practice to manage complex processes. Scrum sees software as a new product requiring creativity, research and adaptability; it demands self-organizing teams and overlapping development stages.

Having self-organizing development teams usually terrorizes to those people, especially management, that don’t truly understand how Scrum works. Complexity Science, a set of interdisciplinary studies that describe self-organizing systems, will help us to better understand why and how Scrum works.

Complexity Science states that self-organizing systems rely in several features in order to function properly:

• Composed by free agents: The Scrum Master, the Product Owner and the team members act independently.
• Open systems: Scrum allows the exchange of information; for instance, the team interacts with the Product Owner and, in some cases, with other teams.
• Dynamic systems: Scrum is always evolving according to the outcomes of the Daily Scrums and the Sprint Planning Meetings.
• Flows among agents: Scrum team members interact every day during development sessions and in the Daily Scrums, the Scrum Master and the team share information in the Daily Scrums, and the Product Owner communicates with the team at the Sprint Planning Meetings or whenever is required.
• Diversity and specialization: In Scrum there are different roles: Scrum Masters, Product Owners and teams. Also, each team member has his or her own areas of expertise.
• Adaptability: Scrum has a high ability to constantly react and adapt to projects’ requirements.

Scrum possesses a self-organizing structure pretty close to the edge of chaos. It sounds scary, I know. But as a living organism, Scrum’s ability to interact with its surroundings, adapt and evolve, have made of it the best approach to deal with complex projects.

Last Updated on Monday, 03 December 2012 18:59
Knowledge Creation View of Scrum
Written by Lisbeth Cardoso   
Tuesday, 27 November 2012 16:19


In 1995, two Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, were the first to highlight the necessity of creating new knowledge and use it to produce successful products in their 284 pages paper The Knowledge-Creating Company.

Nonaka and Takeuchi divide knowledge in two types: tacit knowledge, learned only by experience and usually reflected in our intuitions and reactions, and explicit knowledge, contained in manuals and procedures. Being able to convert tacit into explicit knowledge is the key to success nowadays.

Scrum practices encourage the creation of knowledge. Through cycles of socialization, externalization, combination and internalization, Daily Scrums are a great tool to achieve knowledge creation.


In the Daily Scrums, the tacit knowledge of each team member is socialized with the rest of the audience. The externalization of this tacit knowledge is very useful to both the team and the project; it will generally lead to a Backlog increment. Afterwards, other team members can combine this knowledge with other knowledge they have, either tacit or externalized, and incorporate it into their workloads.

Thanks to Scrum, developers can share their tacit knowledge, create and validate new concepts, and spread knowledge all over their projects and company.

Because customer preferences change constantly, Scrum will teach companies how to continuously create and exploit knowledge in order to prevail in this always evolving and competitive software development world.

Last Updated on Tuesday, 27 November 2012 16:30
The Kuhnian View of Scrum
Written by Lisbeth Cardoso   
Wednesday, 21 November 2012 19:14


Thomas S. Kuhn, one of the greatest American philosophers of science of all times, illustrates in his controversial book The Structure of Scientific Revolutions the cyclic nature of scientific revolutions.

At the beginning, a theory is the best way to explain and deal with a particular set of events. Once time passes by, new cases and events will periodically become unpredictable under it. As a result, a crisis will arise and only a different paradigm will solve these unpredictable events. “Regular science”, “crises” and “revolutionary paradigm shifts” are the lifecycle’s key pieces holding every theory.

If we translate this phenomenon to software development, we can see that in the 1980s software was not very complex and therefore, it was considered a manufacturing product; as a result, a well-defined and repeatable approach was taken during the entire software development process.

Nowadays, every project is more demanding, different, unique. There’s no recipe that miraculously suits every project. Obviously, this “manufacturing” view of software is no longer a good solution; it’s facing its “crisis”. The next step is to introduce a new paradigm shift that guarantees quality and accuracy of software. Scrum seems to be this new paradigm.

Scrum offers an original and out-of-the-box approach to software development: it’s based on the paradigm and practices of new software development. Its simplicity, reliability and success are stunning the business community. It’s a fact, Scrum has come to stay.

Last Updated on Wednesday, 21 November 2012 19:31
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