Introduction

I offer you Scrum, a most perplexing and paradoxical process for managing complex projects. On one hand, Scrum is disarmingly simple. The process, its practices, its artifacts, and its rules are few, straightforward, and easy to learn. In 2001, Mike Beedle and I wrote a short, straightforward book describing Scrum: Agile Software Development with Scrum (Prentice Hall). On the other hand, Scrum’s simplicity can be deceptive. Scrum is not a prescriptive process; it doesn’t describe what to do in every circumstance. Scrum is used for complex work in which it is impossible to predict everything that will occur. Accordingly, Scrum simply offers a framework and set of practices that keep everything visible. This allows Scrum’s practitioners ...

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