Stop trying to predict the unpredictable, forget the old “carrots and sticks”

strategies and big boss behavior. Feel the spirit of Kaizen, and grab the opportunity
for an innovative, creative, people-oriented, more successful way to deliver and
sustain complex products in (not just) software industry.

Scrum is based on empirical process control theory, which relies on

transparency, inspection, and adaptation. It is a framework that imposes time boxes,
feedback loops, end encourages small increments while overall trying to deal with
uncertainty, internal tensions, and external pressure on the ecosystem.

It’s a powerful mix of the rules, principles, values, players and their
accountabilities, artifacts and their commitments, events and practices used to
implement Agile projects. However, Agile is not a silver bullet, it requires high
discipline, flexibility, experimentation-based learning principles, and continuous daily
collaboration of cross-skilled teams. It might take some time to accept agility. It
requires leadership, vision, entrepreneurship and persistence to embrace the new
way.

All work in Scrum is organized in (time-boxed) Sprints. Sprint combines all

aspects of the work required to deliver a version of a working product, an Increment.
They are the core overall business agility in generating a regular flow of
improvements, learnings, and other sources of value. Scrum has no exhaustive
formal prescriptions on how to design and plan the behavior of all actors and leaves
a lot of space for different tactics. It is important to track and visualize progress.
Success depends on the will to remove barriers, think across walls, and to the ability
to adapt.

Over the years, Scrum has become the most popular agile framework. In the
future, Scrum will continue to enable fast adaptation to follow the market, and
provide a bright future for organizations that have the vision, determination and
dedication to accept agility as a organizational DNA.