Agile methods have boomed in influence and practice, as organizations of all sizes and types acknowledge that linear thinking won’t cut it in a complex business world. But what does it actually mean to be agile? This three-part series explores the question, focusing on the most popular agile approach, Scrum.
In the final installment of this three-part series exploring the origins, current state and future of the agile pathway known as Scrum, the author considers what the future holds for this relatively new management paradigm.
In the first part of this examination of Scrum, we identified the origins of agile as stretching back to a number of sources, including Lean manufacturing practices of the 1980s, complex adaptive systems theory, and decades of inflexible management through traditional waterfall techniques. But Scrum, as a subset of agile, is even younger: Its formal introduction to the development community was 1995, when Jeff Sutherland and Ken Schwaber presented the process at the International Conference on Object-Oriented Programming, Systems, Languages and Applications. Considering that abbreviated timeline, the impact Scrum has had on contemporary project management is amazing. It also begs a host of questions be asked:
Has the Scrum paradigm as we know it reached maturity? Will it continue to evolve? If so, how so?
I see where one young boy has just passed 500 hours sitting in a treetop. There is a good deal of discussion as to what to do with a civilization that produces prodigies like that. Wouldn't it be a good idea to take his ladder away from him and leave him up there?