As we know, Scrum is an Agile framework for Project Management. When it was introduced, it was chiefly used for manufacturing, but of late, it is being used in all kinds of industries like software development, marketing, financial services, product development, etc. The teams are able to handle complicated, adaptive problems within the Scrum Framework and at the same time productively create and deliver high-value products. Teams and organizations produce value by creating adaptive solutions for complex problems through this lightweight framework. The Scrum Framework complements Agile Project Management wherein large projects are broken down into more manageable small tasks completed in short iterations all through the project life cycle. The Scrum Framework has major reliance on continuous collaboration which enables the teams to complete a task within the stipulated time before moving on to the next phase of the project. In short, in the Scrum Framework, a Scrum Master nurtures an environment where a Product Owner puts the complex problems in a definite order within a Product Backlog. Then the Scrum Team selects a task and starts a Sprint within which the team turns the selected task into an increment of the value to be delivered to the customer. Once the results are achieved, the team and all the other Stakeholders inspect the outcome and if required, make adjustments for the next Sprint.

Scrum theory

The Scrum guide says that Scrum has been founded on empiricism and Lean thinking. While empiricism insists that experience and decisions made on the basis of what is seen or noticed provide knowledge. Lean thinking helps in reducing waste and focusing on what is necessary. The theory of empirical process control forms the basis of Scrum. Empiricism in Scrum means working in a way that is based on facts, experience, and evidence. Scrum empiricism is an empirical process in which progress is not based on any imaginary plan but on observing the facts. It also insists that in order to accomplish business and organizational agility, a change in mindset and a shift in culture is essential. There are 3 pillars of empiricism on which the Scrum theory relies. These are also called the 3 pillars of Scrum theory. Let us understand their respective roles and importance.

Scrum theory pillars

Transparency

The literal meaning of transparency is that everything is visible and nothing is hidden. So, the transparency pillar of Scrum theory says that the process and the work emerging thereof must be visible to all those who are performing it and who are supposed to receive it. This is essential for people to make decisions. Important decisions in Scrum are made on the basis of the perceived state of its three artifacts and low transparency can increase risk due to decisions based on wrong perceptions. And to ensure transparency, everyone in an empirical process must speak or understand the same language. Scrum reviews play a very important role in transparency. These provide an explicit view of the status of the product to all the Stakeholders. When there is transparency, it facilitates inspection, which is necessary to check any deviation from the set process. If there is no or low transparency, inspection becomes meaningless and a wasteful exercise.

Inspection  

This is the second of the Scrum theory pillars. As said earlier, an inspection is needed to check if there is any deviation from the desired process. People need to regularly check what is being created and how to ensure that the set process is being adhered to and the right parameters are being achieved. Inspection is carried out at the place where work is carried out but should not obstruct it. Inspection is necessary to measure the progress toward desired goals. So, frequent inspections should be done diligently. This is necessary to find out variations or problems. Inspection further facilitates adaptation. 

Adaptation  

Adaptation means adjustment. During the inspection, if the process or the product is found to be deviating from the set standard or is not within acceptable limits, the process being used or the product being produced should be adjusted at the earliest. This will help in minimizing or prevent any further deviation. For this, Scrum Teams have to be given autonomy so that they can take independent decisions and don't have to wait for orders. They should be able to self-manage. A Scrum Team should make the necessary adjustments as soon as any deviation comes to its notice through inspection.

The Scrum Framework also relies on six core principles, a set of guidelines that must be essentially followed throughout every project. This insistence on following these principles is to ensure that the Scrum Teams don't lose focus or the project doesn't suffer in any way. 

The six principles of the Scrum Framework

1. Control over the empirical process 

This first principle of Scrum puts emphasis on the basic philosophy of Scrum which rests on the three pillars of transparency, inspection, and adaptation. The empirical process in Scrum does not rely on theory, it is rather based on observing the factual evidence and experimentation. It does not work according to a detailed, upfront plan. Instead, the empirical process helps in learning by experimenting. This becomes all the more important if the problem is not defined properly or the solutions are not very clear.

2. Self-organization

Self-organization by the teams is one of the core elements of a Scrum process. It is an established fact that the teams that are self-organized are more productive than the teams that are micromanaged or are hand-held. Each individual in the team is empowered enough to work independently. The ownership of the project is shared by all the team members. So, this principle lays emphasis on the self-organizing of the teams. Self-organized teams give better team buy-in. This principle also helps in assessing individual performances and nurtures an environment of creativity thus promoting growth.

3. Collaboration

The third principle of the Scrum Framework shows the importance of collaboration in the Scrum process. Scrum is a collaborative process since it involves many skills and roles. At the heart of this principle are the three basic dimensions of collaborative work namely awareness, articulation, and appropriation. According to this principle, Project Management is a process of creating value shared by all. So, the teams must work together with each other and with the customers and other Stakeholders and keep interacting to achieve the best results. This is important for the validation of the delivered products or services and to meet the goals of the project. Collaboration also mitigates risks, increases efficiency, and aids in continuous improvement.

4. Value-based prioritization

This means that the focus of Scrum is on delivering the maximum value to the customer. Setting the priority means determining the order in which the tasks would be completed. In Scrum, this priority is set on the basis of the importance of a task and the value a particular task would provide to the customer and the organization. This process begins at the start of the project and continues throughout the project life cycle. So, it is a continuously evolving process. The main advantage of value-based prioritization is that it helps projects by means of adaptability and iterative development. Moreover, it is in line with the Scrum philosophy of delivering value to the customer continuously and early. Prioritization is done after considering three factors which are value, risk or uncertainty, and dependencies. This way, the requirement of delivering the maximum value in the least time to the customer is met.

5. Time-boxing

As per this principle, Scrum considers time as a limiting hindrance and how it is used for effective project planning and execution. We all know that time is a limited but very valuable resource. Therefore, in Scrum, specific time is allotted for each activity which helps in the efficient management of the whole project. The main elements of Time-boxing are Sprints, Sprint planning meetings, Daily stand-up meetings, and Sprint review meetings. Time-boxing makes sure that everyone involved in the project knows exactly how much time has been allocated to each activity and strives to reduce delays and wastage of time. Time-boxing also results in high velocity for the teams.

6. Iterative development

The last of the six Scrum principles describes iterative development. The requirements of the Scrum projects keep evolving and changing, so the teams have to constantly adjust, revise, or rework to produce the best value. It may happen multiple times during the course of the development process. Iterative development makes it easier for the teams to adjust or revise. The principle of iterative development emphasizes that changes be managed more efficiently and effectively so that the end product serves the best interests of the customer. The customer may change requirements at any stage as he may not be very sure how the end product might look at the initial stage of the project. The iterative model is very flexible and allows the teams to adapt at any stage of the process. Iterative development helps greatly reduce the time and effort required to reach the final product. 

Scrum is one of the most popular frameworks in the industry today. It is helping scores of organizations in delivering maximum value to their customers in the least possible time. The Scrum theory and principles have been designed to aid teams to work more efficiently and with better collaboration. Understanding and following these Scrum principles is vital to the success of a project. They help in making everyone in the Scrum Team commit to a common goal with a shared vision that would satisfy the core philosophy of Scrum which is delivering maximum value in the shortest possible time.

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