• a framework for agile creative processes?
• a guidance within the chaos?
• a way to continuously improve your working environment?
• a process that works?

Scrum contains all of these - and more. Scrum, the analogy first named by Nonake and Takeushi in Harvard Business Review, first implemented by Jeff Sutherland, spread all over the World by Ken Schwaber. A project management revolution? Not at all!

Wrong management and heavy-weight processes caused arbitraty trenches between business and IT development. Time, resources, scope and quality and their interdependence have been well named but poorly understood. Deming propagated the Plan-Do-Check-Act Cycle back in the 1950's. Yet it took as long as the 1990's before methods and frameworks occured that fully implemented this cycle.

2001, a group of agile "master-minds" put together the fundamental values of agile processes in the Agile Manifesto:

• Individuals and interactions are more important than processes and tools
• Working code is more important that comprehensive documentation
• Customer collaboration is more important than contract negotiation
• Responding to change is more important than following a plan

I subscribe to this.