This is how Agile working was once born

Agile working is all about a mindset that focuses on agility. Being an agile organization is more important than ever because customers and markets are changing faster. It is of course necessary to move with them to get a better grip on change.

At the same time, moving along as an organization is not new. As such, the world of Agile has been influenced by various forms of organizational development that have seen the light of day before. But what is the history of Agile working? And what are the Scrum roles within Scrum method?

History of Agile working

To fully understand the history of Agile, let’s take a quick look at the technological revolutions that have passed.

> The rise of the steam engine (18th and 19th centuries). This gave birth to professional management. The new machinery created a far-reaching division of tasks, roles and responsibilities. The manager oversaw the whole from a bird’s eye view.

> The rise of the internal combustion engine (19th and 20th centuries). Engines make products that are more complex. Think cars and all kinds of car parts. Even more elaborate processes, demand efficiency.

> Emergence of software and the Internet (20th and 21st centuries). Software is constantly adaptable and, thanks in part to the Internet, globally distributed. This implies the need for new agile forms of organization and, of course, management. So Jeff Sutherland and Ken Schwaber thus developed a new way of thinking that revolves around agility.

Why is Agile organizing so valuable precisely at this time in which we live today?

If you look back in recent history (see above), you can see that every innovation involves movement. At the end of the 20th century, the most recent technological innovation began: software. And that is a very important one! You only have to make it once, and it can then be distributed infinitely at virtually no cost. In the process, the software also ensures that it can be easily modified later.

Agile working has emerged in the software world. A major driver was frustration with the sluggish ways of working from traditional traditions. The big annoyance was in the late delivery of (too) elaborate software products, with which the customer was dissatisfied.

About the turn of the millennium, a group of prominent software developers arose and sat down together in a chalet. They all had the same thoughts: that with the growing accessibility of the Internet and computers, their user numbers were also growing. How to get a better handle on that?

The rise of the cell phone means that people now use computers from their pockets. Soon it became clear to the experts there in their chalet that the usual way of developing software would become obsolete in no time and a new method had to be devised. They also realized that many companies did not put the interests of their employees first and thus ignored the fact that the staff is the driving force behind innovation, productivity and software quality.

The answer: The Agile Manifesto. Containing four key rules:

Individuals and interactions take precedence over processes and tools;
Working software takes precedence over extensive documentation;
Cooperation with the client takes precedence over contract negotiations;
Responding to change takes precedence over following a plan.

Et voilà … the birth of Agile working.

Scrum! And the roles within Scrum method

Surely Scrum is the best-known method within the Agile philosophy. Scrum is a framework for creating (software) products in an agile way. Multidisciplinary teams work in short sprints (1 to 4 weeks). Collaboration is important and one must be able to respond quickly to changes. There are different roles within Scrum method. These are the 3 different Scrum roles:

Scrum Master

The Scrum Master supports the process and is there for the team. He or she guides the team by ensuring that the proper process is followed. Actually, he or she is the person who makes sure the team members do their work undisturbed. Therefore, others are not supposed to come in between with changes or other work.

Product Owner

The Product Owner represents the interests of the customer. He or she is the client. The Product Owner has the greatest interest in making sure that the product is made and that it is of the right quality. This is because he or she gets the bill. He or she also manages the product backlog, which lists in what order what needs to be done. The most important requirements are always at the top, because they provide the most benefit.

The development team

The development team is multidisciplinary and responsible for delivering the product at the end of each sprint. Team members ensure that the product meets customer requirements.