In the Scrum Guide of Ken Schwaber and Jeff Sutherland (the original two founders of Scrum), they describe it as “the framework for developing and sustaining complex products” with Empirical Process Control.
The scrip includes a self-organized, cross-functional team. In simple language, this means that teams have a set of people who have different skills in everyone, but they work together for the same result. A project manager does not control them, because their expertise gives them the power to make decisions for Empirical Process Control.
Teams work in reconstruction, allowing the business to change their needs, but it is definitely necessary for the development group to deliver part of the production work. This is a key thing that makes the script powerful.
Scrum takes its name equally to rugby, where one team works together in a chaotic environment to control one ball. To control the project, it can be compared to a team working together in a chaotic environment.
Empirical Process Control and Scrum Theory
History repeat it-self and unless you do something about Empirical Process Control
The structure is based on the Empirical Process Control principle. The idea is very simple so do not worry about the name. It has three principles: transparency, inspection and adaptation. The idea is that the Scrum team agreed to be transparent (honest) in all those made on the project.
Being transparent means that until the efficiency is ‘not completed’ it completes the development team’s definition of completion. Transparency builds trust among team members. Once the team agrees on transparency, then they constantly check on the progress (inspection) and they are upgraded (adapted) based on what they have seen. There may be improvements in these stereo, values, communication or otherwise sticky. This industry has powerful content, continuous observation and ability to adapt. This way they are improving time and time before, during and after production. This is something that is not possible with the Scrum Developmental Model.
Scroll skeleton is a quick and easy way to explain someone’s process, so I’ll use it to explain the Empirical Process Control.
We start with Product Backlogs, which are nothing more than the list of all products (and their acceptance criteria) that the business wishes to produce. It’s a backlog subset, called Sprint Backlog, breaks into functions and works in a repeat called Sprint. Sprint is a period of less than 30 days and at that time, the team works on their works until it increases the performance of the product and Empirical Process.
Do I remember the small phase of the falls described earlier? Okay, all this happens in Empirical Process Control. There is a gathering and specification update for Sprint before, after the design, implementation and testing needs of some. Above the big Sprint Circle, you will see a small circle. It represents the fact that every day the team inspects the progress and accepts their plans for the day in the daily Scrum Meeting. At the end of Sprint, the potentially shipped increase of the product is delivered. Businesses can review the growth in Sprint’s review and then if they want they can release the new facility (s).
The team then discusses their progress (transparently) during Sprint’s observation, so that they can modify (adapt) things that require improvements or need to maintain good running things. Then the wheel starts again and repeats until the product owner has more to add to the product backlog in Empirical Process Control.