This method requires four types of meetings:
Daily Meetings: The team meets every day and spends about 15 minutes, standing, answering the following three questions: What did I do yesterday? What will I do today? What obstacles do I face today?
Planning meetings: The entire team gets together to decide which features will go into the next sprint and to update the overall list.
Activity Review Meetings: During this meeting, each member presents what they did during the sprint. A demonstration of the new functionalities and a presentation of the architecture are organized. This is an informal, two-hour meeting where the entire team is present. At the end of each sprint, the team reviews the aspects that worked well and those that
Retrospective meetings ( Flashbacks): At the end of each sprint, the team reviews the aspects that worked well and those that worked less well. During this 15-30 minute meeting, a vote of confidence is held to decide what improvements need to be implemented.
• Minimization of documentation in order to increase productivity;
• Avoiding the “tunneling effect”, i.e. achieving the result only with the final delivery and to not predict anything concrete during the whole development phase;
• The sequential composition of the sprint content allows a modification or addition of a functionality that was not initially expected. This is the main aspect that makes this method “agile”;
• Participatory method: each team member is invited to express his or her opinion and can contribute to all decisions taken within the project, thus being more involved and motivated;
• Facilitate communication: by working in the same room or being connected through different means of communication, the team can easily communicate and exchange information about the obstacles encountered in order to eliminate them as soon as possible;
• Improved cooperation: daily communication between the client and the team makes possible closer cooperation between the two sides;
• Increased productivity: by eliminating some of the “requirements” inherent in classical methods, such as documentation;
• The delivery time of the final product is significantly reduced.
The SCRUM methodology involves the intervention of three main protagonists:
Product Owner: Product Manager and Customer Team Coordinator. He is the one who defines and establishes the priority functionalities and selects the date and the content of each sprint based on the workload reported by the team.
ScrumMaster: This contributes to the smooth operation of the project, ensures that each member can work at full capacity eliminating impediments and protecting the team from outside disturbances. Also, special attention is paid to the observance of the various phases of the SCRUM.
The Team: usually consisting of about 4-10 people, the team brings together the necessary specialists in a project, namely: architect, designer, programmer, tester, etc. The team is self-organizing and remains unchanged throughout the sprint.