This article provides a basic overview of Scrum, an agile process for managing software development project.

In 1993, at Easel Corporation in 1993, we we first applied the Scrum process to software development teams when we built the first object-oriented design and analysis (OOAD) tool that incorporated round-trip engineering. In a Smalltalk development environment, code was autogenerated from a graphic design tool, and any changes to the code from the Smalltalk integrated development environment (IDE) were immediately reflected back into design. Since the product was directed toward enterprise software development, we spent a lot of time analyzing best practices in software development methodologies.

People who have experienced good stand-ups will generally know what can be done when things aren't working well. This capability is obviously less likely for people with limited experience to reflect on. I've written this paper as an attempt to partly compensate for inexperience by describing the benefits and consequences of common practices for daily stand-ups. These patterns of stand-ups are intended to help direct the experimentation and adjustment of new practitioners as well as provide points of reflection to experienced practitioners.

As you may know, the Rational Unified Process®, or RUP®, is a widely used software process framework that can be tailored to your process needs and can accommodate other techniques. Scrum is a collection of interesting project management patterns used to wrap agile software projects. This article introduces some important characteristics of Scrum and presents techniques on how you can add Scrum ideas to your existing RUP environment.

Jeff Sutherland is one of the originators of Scrum. In this article he retraces his experiences with Scrum in five very different companies.

This article describes how a project was successfully downsized from 100 to 12 developers. To make such a dramatic adjustment the development process was switched to Scrum and user stories.

This article analyzes and recommends new best practices for globally
distributed Agile teams based on two real-life projects.

This article looks at whether there is home for agile methods in organizations that have embraced the CMM?

an eye on our projects and look for small problems before they can become big problems. In his book Refactoring, Martin Fowler introduced the term smell to refer to something that may not be right. Just because something smells doesn’t mean there’s a problem; it does mean, though, that further investigation is warranted. This article is a first step toward collecting a catalog of Scrum smells; that is, signs that something may be amiss on a Scrum project.

This article presents what are the Scrum Product Owner activities and how he has to keep the balance of interests between the Scrum team and the other stakeholders.