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Hello, everybody in my voice is, is still not working well. So I'd like to apologize again for the audio quality. I'll try to improve my health and try to get out of this cold, though. Welcome to the Five Minutes Podcast today; I will talk about one request that I received many, many, many times. And I had decided to talk more about it. Now it's the agile software development and the Scrum and why I didn't talk about it before.
It's only about knowledge. So I tried to study, I had an opportunity to attend I Scrum Alliance meetings. So now I think that I'm Abel to at least five minutes, trying to understand and explain better. It's not my intent to be a specialist on that, but I'd like to try to understand for those who don't work or those who don't understand too much about what it's a jail. So I'd like to try to explain it now.
And what does Agile Agile is a way of managing software development, where all the work is organized in cycles. What we call the sprints and what has a spring, a spring. It's a meaning of speed. Each sprint takes from two to four weeks of duration. And during this sprint, the requisite list is prioritized.
So let's understand a little bit about the process. First, the product owner has one request. And the other turns into what we call the product backlog. The product backlog is a list of requirements of user requirements for that software. And that is the team that will do the Agile. They work together to transform the product backlog into a sprint back, f**k trying to produce something.
One thing that is useful for the user. So every two to four weeks, they produce something that the client can use so that they and the client will not need to wait up to the end to understand better what it is trying to build. So he received some parts of the product that are used every two to four weeks. This is one of the major characteristics of what we call a giant.
What the scram proposed Scrum this matter was developed by Jeff Sutter LAN in Nigeria and the name of the Scrum that created the Scrum Alliance. It's a way that Rugby players, the American soccer, what we usually call from outside us and how they align themselves in a lot is the major characteristics of that is agility. So it's a date.
Once they kick off the ball, some pin-like ten people jump into the ball. So there's make speed. So it's very target-oriented in the North. A characteristic of this kind of process is the change, the change in the Agile concept. It's something that's a part of a completely part of the process. It's nothing new. It's nothing that needs to be avoided. It's a part of the process the client change.
It's mine, all of his mind or her mind all the time and how we can deal with that. And with These two four week sprints, we can produce a better understanding of that and audit. I think that it's really important it's to understand the roles, and they use many, many times the concept of the big and the chicken, the pig, and the chicken, or where to get to produce two, start a borrower or a restaurant. And they want to partner to make the sandwich, and the chicken will bring the eggs and the big we'll bring the bacon.
The pig is committed to the project, but the chicken is only a stakeholder in the process. If everything goes wrong, the way peak has a much bigger problem than, and the chicken and the big ones at the concept that Scrum created are basically First the product owner that the professional that will deal and manage it, the product backlog.
The second one is the ScrumMaster. What it's for me, the product manager, as someone that we'll take care of the Project and will talk with the client and talk with the team to make a communication process much more fluent. The third one is self leading a team. So it's a team with a high level of maturity, a high level of understanding that can work basically a loan, and they work as a team.
So there is no need for huge control. And these three pieces are really committed to the Project. On the other hand, we have the user; we have basically the stakeholder and all of the difference, and also the Management of these three teams they are involved, but the is not really, really part of the Project and they need to understand, receive feedback and give feedback. All of this is made to produce a great set of artefacts and bring speed.
One thing that, yeah, I'd like to, whether it's later in my next podcast, ask is how we can do I handled this and combine this and work together with the traditional project management. And I don't know if it's their one traditional or nontraditional, what really matters as the results in how we can build results. So, for me, all this process was very, very interesting. I think it's very helpful. This kind of understanding of project management and flexibility is everything.
And when we compared this with all the processed, like PMBOK and like BMI, and a lot of people, they say, Oh, this is not the right path there. This is the wrong path. This means hard for me, heart and slow in this is not true. Everything that you use that brings you to success is helpful. Everything you do, again, everything is helpful. Speed is required for any time, any kind of project.
There is no standard in the word that safe. You don't need to have speed, but we need to have speed. We need to have extremely good cost management. Otherwise, a to B will be in trouble in my next one. Podcast one thing that I like to discuss in my perception, one misunderstanding of those who like only the concept of the PMBOK standard and those who want only all of the concept of Scrum master and all it, the other things that I said now, the major in the key point is that everybody is looking and how to build successful project management.
And there is not only one received for that. And I think great chaff, like the grey project manager, he knows to mix and how to take extremely good things coming from the PMBOK guide. Extremely good things. I can tell you that with extremely good things regarding this concept of speed coming from Scrum and make a great, a great, a very, very interesting package to build better results.
In my perception, there is no conflict with that great project manager. He knows how to use these tools. It's like a Swiss knife. You use each tool, four, one different thing in the great, great, and the mature project manager or a scrum master for whatever you call it. All of the great professionals will know exactly how to use and when to use each of them; all of them are great.
OK. So this will be the top kid that we will discuss with you next week in another Five Minutes PM podcast. See you.