The Scrum Story

in Issue#3 Scrum by gustav — 2010/11/08 at 14:58 | 0 comments

Ken Schwaber, who is known to be the co-founder of Scrum together with Jeff Sutherland, paid a visit to Sweden in April this year. Lean Magazine got

a chance to talk with him about the origins and evolution of Scrum in the nineties, and what he thinks about the future of Agile Development.The Scrum philosophy was conceived in the Boston area in the late eighties. This is where the two founders

Ken Schwaber and Jeff Sutherland – in their respective companies – were building software products on objectoriented IDEs (Integrated Development Environments). These environments were the first to allow for integrated team coding, building, testing and rapid deployment – up to several

times a day.

“Jeff has always been a deep thinker, and he had been struck by the initial findings of Nonaka and Takeuchi,” recalls Schwaber. “Jeff started forming a process according to those principles that also met the needs of a rapidly changing business with constant demands. I had been working

on process, process automation, and methodology for a decade and was getting insufficient improvements in the underlying waterfall, predictive process.”

Ken Schwaber, who is known to be the co-founder of Scrum together with Jeff Sutherland, paid a visit to Sweden in April this year. Lean Magazine gota chance to talk with him about the origins and evolution of Scrum in the nineties, and what he thinks about the future of Agile Development.The Scrum philosophy was conceived in the Boston area in the late eighties. This is where the two foundersKen Schwaber and Jeff Sutherland – in their respective companies – were building software products on objectoriented IDEs (Integrated Development Environments). These environments were the first to allow for integrated team coding, building, testing and rapid deployment – up to severaltimes a day. “Jeff has always been a deep thinker, and he had been struck by the initial findings of Nonaka and Takeuchi,” recalls Schwaber. “Jeff started forming a process according to those principles that also met the needs of a rapidly changing business with constant demands. I had been workingon process, process automation, and methodology for a decade and was getting insufficient improvements in the underlying waterfall, predictive process.”

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Author: GustavBergman

Gustav Bergman is the Editor-in-chief for Lean Magazine since 2008. He has a background as a project manager in the Swedish Telecom Industry for ten years, and in marketing for several software companies.