Scrum is a framework where teams work in short cycles (Sprints) of 2-4 weeks on complex products.
Instead of planning months ahead, you deliver working results every Sprint and adjust based on feedback. Scrum is used worldwide by marketing departments, software teams and HR teams to work faster and more flexibly together.
In this article you will learn everything about the origin of Scrum, the difference with Agile, the three roles, the exact process and frequently asked questions.
The origin: why is it called 'Scrum'?
The term Scrum comes from rugby. In a rugby match, the team works together as one formation to get the ball over the line. This is in contrast to the traditional relay approach where the baton is constantly passed and everyone works on their own island.
The pattern was first recognized and described in 1986 by Hirotaka Takeuchi and Ikujiro Nonaka of Harvard Business School in their groundbreaking article The New New Product Development Game.
They saw that traditional project management methods failed in complex projects. People tried to predict the future with thick requirement documents, while reality (technology, market, wishes) constantly changed.
Scrum was the answer: a framework that embraces change instead of trying to prevent it.
Agile vs. Scrum: what is the difference?
| Agile | Scrum | |
|---|---|---|
| What is it? | A mindset, a way of thinking | A concrete framework with rules |
| Comparison | Fruit | Apple |
| Documented in | Agile Manifesto (2001) | The Scrum Guide / SBOK |
- Agile is the overarching philosophy. It's about collaboration, working results over documentation, and responding to change.
- Scrum is a specific application of Agile. It is a set of rules, roles and events to put that agility into practice.
You can work Agile without Scrum (for example with Kanban), but you cannot do Scrum without the Agile mindset.
The theory: empirical process control
Why does Scrum work better for complex projects? Because it is based on empiricism: you make decisions based on what you see and experience, not on assumptions.
This rests on three pillars:
- Transparency – All aspects of the process are visible. No hidden agendas or invisible work.
- Inspection – Regularly check progress and the product to identify deviations.
- Adaptation – If inspection shows something is not going well, adjust the process or product immediately.
The 3 roles within a Scrum Team
In Scrum there are no project managers or team leaders. The team is self-organizing. There are three clear roles:
Product Owner (focus on value)
The Product Owner (PO) is the owner of the product vision and represents the stakeholders.
- Core task: Manages the Product Backlog and prioritizes based on customer value
- Goal: Get maximum value (ROI) from the team's work
Tip: The Product Owner is not a manager of the team, but the voice of the customer. They must be available daily to answer questions and make decisions.
Scrum Master (focus on process)
The Scrum Master is the servant leader and coach of the team.
- Core task: Ensures the team understands and follows Scrum, removes obstacles
- Goal: Help the team excel and continuously improve
Tip: A common mistake is seeing the Scrum Master as "team leader". They are not. The Scrum Master has no hierarchical power, but coaches the team towards autonomy.
Development Team (focus on quality)
The group of professionals who do the work. The team is cross-functional: all required skills are in the team.
- Core task: Determine how work gets done and how much they can handle per Sprint
- Goal: Deliver a working product increment every Sprint
Tip: The ideal team size is between 4-8 people. Smaller lacks capacity, larger makes coordination a problem.
The 3 artifacts
To guarantee transparency, Scrum has three 'artifacts':
Product Backlog
A living list of everything needed in the product. The Product Owner manages and prioritizes this continuously. Items at the top are detailed, items at the bottom are still rough.
Sprint Backlog
The items the team selects for the current Sprint, including the plan for how to build them. This is owned by the Development Team.
Increment
The sum of all completed items during the Sprint. It must meet the Definition of Done and be immediately usable: not "almost done".
The Scrum process: the 5 events
Scrum structures work in fixed time periods (time-boxes). This rhythm provides stability and prevents endless meetings.
1. The Sprint
The heart of Scrum. A period of maximum one month (usually 2 weeks) in which work is done. As soon as a Sprint ends, the next one begins immediately. There is no "pause" between Sprints.
Important: a Sprint cannot be extended or shortened if it doesn't suit. The fixed length enforces discipline.
2. Sprint Planning
When: Start of the Sprint (max 8 hours for a month Sprint)
Goal: The team determines what will be done this Sprint and how
The team selects items from the Product Backlog based on their capacity and velocity (average speed from previous Sprints). At the end, the team has a Sprint Goal: one overarching goal that provides direction.
3. Daily Scrum (stand-up)
When: Every day, same time, same place, max 15 minutes
Goal: Alignment for the next 24 hours
This is not a status meeting for managers. It is by and for the Development Team. Three questions are central:
- What did I do yesterday towards the Sprint Goal?
- What will I do today?
- Do I see any obstacles?
4. Sprint Review
When: End of the Sprint (max 4 hours for a month Sprint)
Goal: Show the result to stakeholders and gather feedback
The team demonstrates the Increment — what actually works, no PowerPoint. Stakeholders provide input that the Product Owner incorporates into the backlog.
5. Sprint Retrospective
When: After the Review, before the new Planning (max 3 hours)
Goal: Improve the process
The team evaluates itself: what went well? What can be improved? At least one concrete improvement is addressed in the next Sprint. This is where teams really get better.
Scrum and AI: the future of Agile working
Artificial Intelligence is transforming how Scrum teams work. AI tools not only speed up task execution, but also improve the quality of decision-making within Scrum processes. From automated code reviews to intelligent backlog prioritization – AI helps teams become even more effective.
Practical AI applications in Scrum:
- Sprint Planning – AI analyzes historical data to make more accurate story point estimates
- Daily Scrum – Chatbots can automatically identify impediments from team communication
- Sprint Review – AI-driven analytics show which features deliver the most value
- Retrospectives – Sentiment analysis of team feedback for deeper insights
Facts & figures about Scrum
- 50%+ of Agile teams use Scrum (VersionOne State of Agile Report)
- 80% of companies using Scrum report faster time-to-market and higher team satisfaction
- 50% faster delivery possible (Standish Group research)
Scrum is used in both large multinationals and small startups and in virtually every sector. Big names like Google, ING and Spotify implement Scrum worldwide.
According to research by Hogeschool Utrecht and Organize Agile, half of international companies work (partly) with Scrum as of 2020. In the Netherlands, the percentage in IT is estimated to be even higher.
A well-implemented Scrum framework demonstrably leads to higher customer satisfaction, shorter lead times and higher employee satisfaction.
Conclusion
Scrum is a powerful and popular framework that helps teams deliver value faster, more flexibly and with more job satisfaction. The simplicity of the framework provides structure, while the short Sprint cycles and regular feedback lead to concrete results and continuous improvement.
At the same time, implementing Scrum requires time, coaching and adjustment of mindset and structure in the organization. By starting small, investing in training and choosing the right tools, Scrum can bring lasting improvement in realizing complex projects.
If you want to be successful as an organization in a changing market, Scrum is a proven approach for faster growth, innovation and engaged teams.
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At iPeople we have been working with organizations that want to become Agile since 2015. From startups to multinationals — we have seen what works and what doesn't.