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Understanding Essential Scrum Activities And Their Benefits In The Recruitment Business

The purpose of this article is to provide an overview of the various activities which are carried out during Scrum, an in-depth explanation of each activity and the benefits of the activity.Scrum Process with Real-Time Scenario in RecruitmentIntroduction to a recruitment companyLet me introduce you to Ralph. Ralph is the owner of a company called “Right Hire” which specializes in recruitment. His team offers professional and experienced recruitment services to emerging markets for the past 7+ years. The company has 16 recruiters.Client requirementOne of their clients, a BPO (Business Process Outsourcing) company has recently approached Ralph with a requirement of recruiting 15 professionals in the next 3 months, on their behalf. They are looking for 4 senior professionals (3-5 years experience) and 11 junior professionals (0-1 year experience).Introducing ScrumRalph considers each assignment as a project. Ralph has been in touch with a few of his friends in the IT industry and they have recently introduced him to Scrum. Ralph was intrigued with the concept of Scrum and has studied Scrum in detail by going through all the information of Scrum which he could gather online. He has decided to use Scrum to execute this particular project.What will be the Scrum roles in recruitment process?Ralph understands that there are three main roles in Scrum. They are “The Product Owner”, “The Scrum Master”, and the “Development Team”. Mapping the roles of the recruitment project to Scrum, Ralph feels that he is in a better position to play the role of the “Product Owner”. As a “Product Owner”, he has a clear understanding of the end product from the customer point of view i.e. recruiting 15 professionals in 90 days. Ralph has decided to allocate 5 team members of his recruiting team for this project. This team of recruiters can be mapped onto the role of a “Development team”.Ralph has a friend, Phil, who is a “Scrum Master”. Phil takes up projects on a freelancing basis and Ralph approaches him for the role of “Scrum Master” for this project. Phil readily agrees to be associated with this assignment on a part-time basis. Phil feels, that he will get a different kind of experience since Phil has been associated with IT projects for most of his career.Keep all team members aware of the Scrum values⚠️Since Ralph is using Scrum for the first time in his project, he feels that it is necessary for the team members to be aware of the three pillars on which Scrum is based and understand the Scrum values as well. He requests Phil, the “Scrum Master” to conduct a small training session on “Scrum” for his team of recruiters. Ralph feels that if he achieves considerable success in this assignment using Scrum, he might use it on a continuing basis on other assignments too. Therefore explaining “Scrum” to all his team members might help them to be prepared in the long run.Phil explains that “Scrum” is founded on empirical process control theory or empiricism. This asserts that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk. The three pillars which uphold the implementation of Scrum are transparency, inspection, and adaptation. Further, it was explained that the five values on which Scrum is based are commitment, courage, focus, openness, and respect.Phil also emphasises that the Scrum team members should respect each other to be capable, independent people.Phil further explains that he as a “Scrum Master” will do doing everything possible to help the team perform at the highest level. This involves removing any impediments to progress, facilitating meetings, and working with the product owner to make sure the product backlog is in good shape and ready for the next sprint.Executing Scrum Activities1. Defining a VisionA Scrum project starts with the initial activity of defining a vision of the project/product. Ralph and team check with Phil and he points out that in this case, the vision is quite clear and that is – recruitment of 15 professionals in 90 days.  The benefit of this activity is that the team has a clear understanding of the purpose of the project/product and what it achieves for the customer.2. Defining Product BacklogThe next activity is to define a “Product Backlog”. The “Product Backlog” is a list of functional and non-functional requirements, that when turned into functionality will deliver the vision. This is created by the “Product Owner”. Ralph, creates the “Product Backlog”, in consultation with Phil. The “Product Backlog” consists of the recruitment requirements as given below:Recruitment of 4 senior professionals with 3-5 years of experienceRecruitment of 11 junior professionals with 0-2 years of experienceAn example of functional requirements is recruiting a person with the said number of years of experience and the required educational qualifications. The non-functional requirements would be to identify candidates who are stable and have no negative feedback on the social media, etc.3. Prioritize the Product BacklogThe next activity is to prioritize the “Product Backlog”. As it is more difficult to get experienced people, Ralph indicates that the recruitment of the more experienced candidates is at a higher priority compared to candidates who are less experienced.Defining “Definition of Done”Phil explains that a product backlog must have a definition of the term “Done”. For this project, the following definition of “Done” was agreed between Ralph and his team. “Done” meant that the candidate had been finalized by the team, approved by the client manager and he or she had accepted the offer letter. Phil was in agreement with this definition.4. Define Product ReleasesNormally in a typical Scrum project, the “Product Backlog” is divided into releases. “Defining Releases” is the next activity. But, as this is a recruitment project, it made more sense for the team to make releases as soon as a functionality was complete. i.e. we could say that a release is made as soon as a candidate is finalized.5. Conduct Sprint Planning MeetingAll work is normally done in “Sprints”. Phil explained the concept of “Sprints” to Ralph and his team. Each sprint is typically an iteration of consecutive 30 days. Each sprint is initiated with a “Sprint” planning meeting which is the next activity.In this meeting, Ralph met with his team and they collaborated about what could be done in the next sprint. A sprint planning meeting can typically take up to 8 hours. As the requirement is comparatively well defined, Ralph took approximately two hours to list down the detailed requirement and explained the basis on which he had arrived at the prioritized product backlog. The team questioned Ralph on the contents of the Product Backlog. In the end, the team members decided on the number of positions it would close in the first sprint. As the recruitment of senior professionals was at a higher priority, it was decided that 4 team members will focus on closing the 4 positions and one team member will try to finalize at least 3 junior professionals within the first sprint.6. Conduct Daily ScrumPhil explained that every day, the team needs to get together for a 15-minute meeting called the “daily Scrum”. The “daily Scrum” is the next activity and this is typically done at the same location and time every day. In this meeting, every team member has to answer 3 questions-What have you done on the projects?What do you plan to do next?What are the impediments which you are facing, if any?The purpose of this meeting is to synchronize the work of the team members daily and help each other move forward.7. Conduct Sprint ReviewAt the end of the sprint, Phil indicated that a “sprint review” meeting should be held. In this meeting, the team presented their achievements during the sprint. The team has met all the commitments as  promised. This meeting was also attended by the client who was very happy with the progress made on the project.8. Conduct Sprint Retrospective MeetingAfter the sprint review meeting and before the beginning of the next sprint, the “Scrum Master” held another activity called the sprint retrospective meeting, in which the “Scrum Master” encouraged the team to revise the timelines and processes to make them more effective.Finally, Scrum proved to be a game changer!Needless to say, managing the project using Scrum proved to be a game changer for Ralph and he now intends to manage all his projects using Scrum. The good thing about Scrum is that he can use this even if the requirements are not firm at the beginning and they begin to firm up as the project progresses.In summary, the following are the various activities which are followed in Scrum-Defining a visionDefine a Product BacklogPrioritize the Product BacklogDefine Product ReleasesConduct Sprint Planning MeetingConduct Daily ScrumConduct Sprint ReviewConduct Sprint Retrospective Meeting

Understanding Essential Scrum Activities And Their Benefits In The Recruitment Business

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  • by Sachin Bal
  • 03rd Aug, 2018
  • Last updated on 17th Sep, 2019
  • 4 mins read
Understanding Essential Scrum Activities And Their Benefits In The Recruitment Business

The purpose of this article is to provide an overview of the various activities which are carried out during Scrum, an in-depth explanation of each activity and the benefits of the activity.

Scrum Process with Real-Time Scenario in Recruitment

Introduction to a recruitment company

Let me introduce you to Ralph. Ralph is the owner of a company called “Right Hire” which specializes in recruitment. His team offers professional and experienced recruitment services to emerging markets for the past 7+ years. The company has 16 recruiters.

Client requirement

One of their clients, a BPO (Business Process Outsourcing) company has recently approached Ralph with a requirement of recruiting 15 professionals in the next 3 months, on their behalf. They are looking for 4 senior professionals (3-5 years experience) and 11 junior professionals (0-1 year experience).

Introducing Scrum

Ralph considers each assignment as a project. Ralph has been in touch with a few of his friends in the IT industry and they have recently introduced him to Scrum. Ralph was intrigued with the concept of Scrum and has studied Scrum in detail by going through all the information of Scrum which he could gather online. He has decided to use Scrum to execute this particular project.

What will be the Scrum roles in recruitment process?

Ralph understands that there are three main roles in Scrum. They are “The Product Owner”, “The Scrum Master”, and the “Development Team”. Mapping the roles of the recruitment project to Scrum, Ralph feels that he is in a better position to play the role of the “Product Owner”. As a “Product Owner”, he has a clear understanding of the end product from the customer point of view i.e. recruiting 15 professionals in 90 days. Ralph has decided to allocate 5 team members of his recruiting team for this project. This team of recruiters can be mapped onto the role of a “Development team”.

Ralph has a friend, Phil, who is a “Scrum Master”. Phil takes up projects on a freelancing basis and Ralph approaches him for the role of “Scrum Master” for this project. Phil readily agrees to be associated with this assignment on a part-time basis. Phil feels, that he will get a different kind of experience since Phil has been associated with IT projects for most of his career.

Keep all team members aware of the Scrum values⚠️

Since Ralph is using Scrum for the first time in his project, he feels that it is necessary for the team members to be aware of the three pillars on which Scrum is based and understand the Scrum values as well. He requests Phil, the “Scrum Master” to conduct a small training session on “Scrum” for his team of recruiters. Ralph feels that if he achieves considerable success in this assignment using Scrum, he might use it on a continuing basis on other assignments too. Therefore explaining “Scrum” to all his team members might help them to be prepared in the long run.

Phil explains that “Scrum” is founded on empirical process control theory or empiricism. This asserts that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk. The three pillars which uphold the implementation of Scrum are transparency, inspection, and adaptation. Further, it was explained that the five values on which Scrum is based are commitment, courage, focus, openness, and respect.

Phil also emphasises that the Scrum team members should respect each other to be capable, independent people.

Phil further explains that he as a “Scrum Master” will do doing everything possible to help the team perform at the highest level. This involves removing any impediments to progress, facilitating meetings, and working with the product owner to make sure the product backlog is in good shape and ready for the next sprint.

Executing Scrum Activities

1. Defining a Vision

A Scrum project starts with the initial activity of defining a vision of the project/product. Ralph and team check with Phil and he points out that in this case, the vision is quite clear and that is – recruitment of 15 professionals in 90 days.  The benefit of this activity is that the team has a clear understanding of the purpose of the project/product and what it achieves for the customer.

2. Defining Product Backlog

The next activity is to define a “Product Backlog”. The “Product Backlog” is a list of functional and non-functional requirements, that when turned into functionality will deliver the vision. This is created by the “Product Owner”. Ralph, creates the “Product Backlog”, in consultation with Phil. The “Product Backlog” consists of the recruitment requirements as given below:

  • Recruitment of 4 senior professionals with 3-5 years of experience
  • Recruitment of 11 junior professionals with 0-2 years of experience

An example of functional requirements is recruiting a person with the said number of years of experience and the required educational qualifications. The non-functional requirements would be to identify candidates who are stable and have no negative feedback on the social media, etc.

3. Prioritize the Product Backlog

The next activity is to prioritize the “Product Backlog”. As it is more difficult to get experienced people, Ralph indicates that the recruitment of the more experienced candidates is at a higher priority compared to candidates who are less experienced.

Defining “Definition of Done”

Phil explains that a product backlog must have a definition of the term “Done”. For this project, the following definition of “Done” was agreed between Ralph and his team. “Done” meant that the candidate had been finalized by the team, approved by the client manager and he or she had accepted the offer letter. Phil was in agreement with this definition.

4. Define Product Releases

Normally in a typical Scrum project, the “Product Backlog” is divided into releases. “Defining Releases” is the next activity. But, as this is a recruitment project, it made more sense for the team to make releases as soon as a functionality was complete. i.e. we could say that a release is made as soon as a candidate is finalized.

5. Conduct Sprint Planning Meeting

All work is normally done in “Sprints”. Phil explained the concept of “Sprints” to Ralph and his team. Each sprint is typically an iteration of consecutive 30 days. Each sprint is initiated with a “Sprint” planning meeting which is the next activity.

In this meeting, Ralph met with his team and they collaborated about what could be done in the next sprint. A sprint planning meeting can typically take up to 8 hours. As the requirement is comparatively well defined, Ralph took approximately two hours to list down the detailed requirement and explained the basis on which he had arrived at the prioritized product backlog. The team questioned Ralph on the contents of the Product Backlog. In the end, the team members decided on the number of positions it would close in the first sprint. As the recruitment of senior professionals was at a higher priority, it was decided that 4 team members will focus on closing the 4 positions and one team member will try to finalize at least 3 junior professionals within the first sprint.

6. Conduct Daily Scrum

Phil explained that every day, the team needs to get together for a 15-minute meeting called the “daily Scrum”. The “daily Scrum” is the next activity and this is typically done at the same location and time every day. In this meeting, every team member has to answer 3 questions-

  • What have you done on the projects?
  • What do you plan to do next?
  • What are the impediments which you are facing, if any?

The purpose of this meeting is to synchronize the work of the team members daily and help each other move forward.

7. Conduct Sprint Review

At the end of the sprint, Phil indicated that a “sprint review” meeting should be held. In this meeting, the team presented their achievements during the sprint. The team has met all the commitments as  promised. This meeting was also attended by the client who was very happy with the progress made on the project.

8. Conduct Sprint Retrospective Meeting

After the sprint review meeting and before the beginning of the next sprint, the “Scrum Master” held another activity called the sprint retrospective meeting, in which the “Scrum Master” encouraged the team to revise the timelines and processes to make them more effective.

Finally, Scrum proved to be a game changer!

Needless to say, managing the project using Scrum proved to be a game changer for Ralph and he now intends to manage all his projects using Scrum. The good thing about Scrum is that he can use this even if the requirements are not firm at the beginning and they begin to firm up as the project progresses.
In summary, the following are the various activities which are followed in Scrum-

  1. Defining a vision
  2. Define a Product Backlog
  3. Prioritize the Product Backlog
  4. Define Product Releases
  5. Conduct Sprint Planning Meeting
  6. Conduct Daily Scrum
  7. Conduct Sprint Review
  8. Conduct Sprint Retrospective Meeting
Sachin

Sachin Bal

Blog Author

Sachin Bal is an experienced Project Management Professional (PMP) from the Project Management Institute (PMI) in good standing since 1999. He has a rich, overall experience, of over 27 years, and has worked with companies like Datamatics, IBM, GoldenSource and Diebold in the areas of software project, program and delivery management. He has guided teams to execute projects using both the Traditional and Agile Methodologies. Currently, he is working as a consultant, with a Fin tech company.

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3 comments

Suphakrid Muangkotara 12 Aug 2018

Good article.

Shadab Kazi 06 Sep 2018

This is very useful and easy to understand.

Pallavi 19 Sep 2018

Excellent article sir!

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The Scrum Master through servant leadership helps the team improve Scrum practices which helps them become more productive and generate value. The Scrum Team’s role in motivating and helping the team comes through in the daily stand-up meetings that are arranged as part of the sprint. The Scrum Master encourages team members to share their grievances and progress made through the sprint. Team members can talk about obstacles that may be hindering their work and due cognizance will be taken up by the Scrum master to ensure that these obstacles are removed.  According to the Scrum Guide, the Scrum Master helps the Development Team by: Coaching the team in becoming self-organized and cross-functional Helping the Scrum Team focus on creating high-value increments by removing impediments Helping the team deliver within the timeframe of the sprint Service to the Product Owner: The Scrum Master is a servant leader not just for the development team but also the Product Owner. While the Product Owner is primarily responsible for the product backlog, they cannot do this alone. The Scrum Master aids the development team and the Product Owner with effective product backlog management.The Scrum Master is involved at every stage of the product backlog grooming, helping the product owner with Scrum events, product planning and to identify backlog items along with the development team. The Scrum Master helps the Product Owner define the product vision to the team.   According to the Scrum Guide, the Scrum Master helps the Product Owner by: Helping in Product Goal definition and Product Backlog management Helping the Scrum Team understand manage the Product Backlog items Setting up empirical product planning in complex environments and, Managing and facilitating stakeholder collaboration.Service to the Organization: The Scrum Master is a coach and motivator not just for the development team but goes beyond the team to spread the awareness of Scrum in the entire organization. Scrum Masters coach and help teams and departments understand Scrum and develop an Agile mind-set. Besides servant leadership to the team a Scrum Master is also involved in promoting the ideas and values of Scrum. An organization can get an agile mind-set only if the entire organization adopts Scrum and not just a few teams. This is where the Scrum Master comes in, helping other teams not involved with Scum to gain the Agile mind-set, through training and coaching. The Scrum Master is an Agile evangelist and promotes Scrum enterprise-wide.According to Scrum.org the Scrum Master serves the organization by: Leading, training, and coaching the organization in adopting Scrum Planning and advising Scrum implementations within the organization Coaching employees and stakeholders in the way Scrum works Helping stakeholders work with Scrum TeamsSome Servant-Leader Behaviours for every Scrum MasterBeing empathetic: This is the foremost personality trait required for anyone wanting to become a Scrum Master. Your empathy will shine through in your interactions with the team members and your dealings with the stakeholders. You should be able to see problems from the point of view of each party and work towards solving these problems. Caring: As a caring and empathetic Scrum Master, your team will feel free to approach you and share their concerns. Providing a listening ear will make you more approachable. You will be able to more clearly understand the impediments that are stopping project progress and work towards providing a solution.  Managing Conflicts: Not all team members will get along with each other and this can cause disruptions and problems within the team, lowering their productivity. As a Scrum Master you need to be great at conflict management, help others solve their problems, work with each other and create a high performing and harmonious team. Building relationships: You need to build a rapport with your team, the product owner and the stakeholders. This will help you communicate freely and help others approach you with their problems and issues. You need to build that relationship of trust and take everyone along on the journey of success.  Being ethical: Ethics play an important role in software development, especially since software now controls every aspect of our lives. The product created should be free of malice and fraud. The Scrum Master should guide the team in delivering the product at a value and standard that is expected and agreed upon with the stakeholder. There should not be any shortcuts or concessions made on the quality of the product delivered as this will affect not just the Scrum Master and the team’s reputation but will cause a dent in the reputation of the organization.   Conclusion  Servant leadership and the Scrum Master’s role is the backbone of Scrum. The Scrum Master as a servant leader re-emphasizes the values of Scrum and helps to enhance teamwork, collaboration, motivation and value. Under the able servant leadership of the Scrum Master, individual members and the team will grow, become more confident and help in delivering value.  
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Scrum Master – The Scrum Team’s Servan...

The term servant leader is synonymous with a Scrum... Read More

A Guide to Scaling Scrum

Scrum has been proven to work well for small teams. But the true benefits of Agile can only be reaped if Agile and Scrum are scaled at the enterprise level. However, this is easier said than done. According to statistics, 47% of Agile transformations are not successful. While this is a worrying trend, there are still hundreds of organizations who have got it right and are able to survive the competition by innovating faster, delivering value and adapting to changing markets. How are they doing it? By using scaled Scrum.There are several tools and frameworks available for scaling Scrum at the enterprise level. In this blog, we attempt to look at a few of these.  Scaling Scrum with NexusNexus is among the most popular frameworks for scaling Scrum. According to the Nexus Guide, “Nexus is a framework for developing and sustaining scaled product delivery initiatives. It builds upon Scrum, extending it only where absolutely necessary to minimize and manage dependencies between multiple Scrum Teams while promoting empiricism and the Scrum Values.” How is Nexus different from Scrum? Scrum defines three primary roles: The Product Owner, the Scrum Master and the development team. These three roles work together in one team.The Nexus framework consists of several Scrum teams that work together toward a common product goal and defines the Nexus Integration Team as an additional accountability.  Nexus helps to build on the values of Scrum and also solves the collaboration and dependency challenges that tend to occur between teams in Scrum.Benefits of using Nexus Nexus extends Scrum in the following ways:  Accountabilities: Nexus introduces the Nexus Integration Team, which consists of the Scrum Master, Product Owner, and members. This team is accountable for delivering a workable product at the end of each sprint.  Events: Nexus events aim to add to or supplement Scrum events and serve not just individual teams but also the Nexus Integration Team. The objective of a sprint is to achieve the Nexus sprint goal. Artifacts: Although the teams are different, within the Nexus framework they all work towards a single goal and follow a single product backlog. There’s a high amount of transparency and work is allocated to each team. The Nexus Integration TeamAccording to the Nexus Guide, “the Nexus Integration Team exists to coordinate, coach, and supervise the application of Nexus and the operation of Scrum so the best outcomes are derived.” The Nexus Integration Team or NIT comprises of the Scrum Master, the Product Owner and Nexus integration team members. There are generally three to nine Scrum teams working together in Nexus. All of them follow a single product backlog and work towards delivering a single product. The Nexus Integration Team forms an essential role within Nexus and is tasked with providing transparent accountability among the teams in Nexus.Product OwnerThe Product Owner is accountable for maximizing the product value and the work carried out in Nexus. Their primary task is to order and refine the product backlog. Being a member of the Nexus Integration Team, the product owner will work with all the Scrum teams in the Nexus Integration team. The product owner and the teams work towards better defining and refining the product backlog.Scrum MasterJust like in regular Scrum, the Scrum Master in the Nexus Integration Team is also responsible for ensuring that the Nexus framework is understood by everyone on the team as prescribed by the Nexus Guide.   MembersThe members of the Nexus Integration Team are the Scrum team members who aid the Scrum teams in adoption of tools and practices that will help the team and members deliver value at the end of each sprint that meets the definition of done. Nexus Integration Team membership should be considered more important than the individual Scrum Team membership and members should work towards first fulfilling their Nexus team responsibilities.What are the Events in Nexus?Nexus adds or augments the events as defined by Scrum. The Nexus event durations are like Scrum event durations and are guided by the Scrum Guide.  Nexus events consist of: Sprint- A Nexus sprint is the same as in Scrum, at the end of which a single increment is delivered.  Cross team refinement- The aim of Nexus is to enhance collaboration and reduce cross team dependencies. Cross team refinement helps to make dependencies and responsibilities more transparent. This makes it easier for Scrum teams within the Nexus to clearly identify and deliver their allocated tasks.  Nexus Sprint Planning- Nexus sprint planning will involve the participation of the Product Owner and concerned teams' members from each team. The purpose of the Nexus Sprint Planning is to assign and co-ordinate activities for a single sprint.  Nexus Daily Scrum- This is like the daily stand up in Scrum. Nexus daily scrum is used to identify any issues and track progress. Any issues are immediately prioritized and solved so that they do not hinder the work of the developers.  Nexus Sprint Review- This event is held at the end of sprints to provide feedback on the increment that has been built and on any future updates that have to be made. Nexus Sprint Retrospective- Like in Scrum, Nexus retrospectives are an important part of the project and are used to reflect on how quality and consistency can be improved.  Some Nexus ArtifactsNexus artifacts are the same as Scrum artifacts and when implemented correctly ensure transparency and value maximization. Every artifact is designed to give a commitment. For example, the product backlog is the artifact and its commitment is the product goal. Other artifacts and their commitments include: Nexus Sprint Backlog-Nexus Sprint Goal Integrated Increment-Definition of Done Along with Nexus, LeSS is another popular framework for scaling agile.  Scaling Scrum with LeSS The Large-Scale Scrum (LeSS) framework is an offering from Atlassian and is a framework for scaling Scrum to multiple teams that are working on the same product. The idea behind LeSS is to start with a single Scrum team as defined in the Scrum Guide and then replicate it to multiple teams who are working on a single product. LeSS has earned the label of being “barely sufficient” as it is a simple framework to apply and uses the basic concepts of Scrum to scale.  How do Sprint Planning meetings in LeSS work?  LeSS generally carries out sprint planning in two stages. Sprint Planning One focuses on selecting items that are of topmost priority, solving unanswered issues and defining the sprint goal. The Sprint Planning Two is like the sprint plan of regular Scrum and focuses on creating a plan of action for getting things done.  Daily meeting  The daily Scrum meeting in LeSS is similar to how it is done in normal single Scrum teams and involves team members discussing the work accomplished and the work to be done during the day. It is a time-boxed meeting and helps teams address any issues that may be hindering work.   Sprint Delivery Meeting (Review) The sprint review meeting is an essential part of LeSS and helps teams and stakeholders review the product built during the sprint and suggest changes and new ideas.   Retrospective The retrospective for LeSS is similar to one team Scrum. These retrospectives held at the end of the sprint will help teams to reflect on the progress of tasks, and identify the obstacles that may hinder or impede the overall project.  Let’s take a look at some of the other frameworks that are used for scaling agile. Scaling Scrum with SAFe®The Scaled Agile Framework, SAFe in short, follows the principles of lean and agile and helps in scaling Scrum to the enterprise. It helps to manage alignment, collaboration, and delivery from multiple agile teams to ensure enterprise success. It systematically focuses on applying Scrum at each level of the enterprise, to maximize value and ensure a successful agile transformation.A successful SAFe adoption ensures end-to-end business agility with significant improvements in strategy, delivery, execution and business competencies. It helps organizations overcome competition and ensure innovative business solutions to gain customer trust and partnership. The SAFe framework is continuously improvised in order to help organizations cope with the digital age and ensure that business outcomes are delivered.Scaling Scrum with the Scrum@Scale frameworkAnother framework that allows organizations to implement Scrum at scale is the Scrum@Scale framework. This framework expands on the core principles of Scrum and helps to scale Scrum over a wide range of industries and sectors, ensuring customer satisfaction and creation of successful products. It promotes communication across all teams and departments, and optimizes resources, removes roadblocks and ensures creation of innovative products.A Final Word By driving Agile at the organizational level, companies can gain all the benefits of team-level Scrum at scale. More often than not the principles of team level Scrum are not sustainable at the enterprise level and the transformation fails. Tested and proven Agile scaling frameworks are now able to turn this around, and help organizations scale up the principles and practices of Scrum to become more adaptable, flexible and responsive. Professionals can master these frameworks and help their organization adopt the culture, mind-set and principles of Scrum and agile.  
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A Guide to Scaling Scrum

Scrum has been proven to work well for small tea... Read More

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