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“We’ve abandoned the waterfall approach,” shared Traci Clarke recently at the TCEA 2016 State Conference. She introduced me to a really neat idea–SCRUM.
Scrum is an iterative and incremental agile software development methodology for managing product development. It defines “a flexible, holistic product development strategy where a development team works as a unit to reach a common goal”, challenges assumptions of the “traditional, sequential approach” to product development, and enables teams to self-organize by encouraging physical co-location or close online collaboration of all team members, as well as daily face-to-face communication among all team members and disciplines in the project.
A key principle of scrum is its recognition that during production processes, the customers can change their minds about what they want and need (often called requirements volatility), and that unpredicted challenges cannot be easily addressed in a traditional predictive or planned manner. As such, scrum adopts an empirical approach—accepting that the problem cannot be fully understood or defined, focusing instead on maximizing the team’s ability to deliver quickly, to respond to emerging requirements and to adapt to evolving technologies and changes in market conditions. (Source: Wikipedia)
This idea of an iterative and incremental methodology reminds me a bit of instructional design process that Cathy Moore describes in her article, How Action Mapping Can Change Your Design Process. She describes it in this way:
Action mapping makes stakeholders work together to analyze the performance problem, commit to the same measurable goal, and agree to focus on activities rather than information.
What might the process be when working with others? With Scrum, it means dividing work into manageable components then completing them in two week increments, for example.
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