Translations:Campo de Scrum/2/en

The article by Nonaka and Takeuchi, published in Harvard Business Review in 1986, is the direct precursor of what we now know as Scrum: the framework that Ken Schwaber and Jeff Sutherland would formalize in the following years took its name and several of its principles directly from this work.

The six characteristics of Scrum fields

Nonaka and Takeuchi identified six characteristics common to the new product development environments they described as "Scrum fields":

Built-in instability

The team works in an environment where management defines the strategic goal in general terms, without providing a detailed plan of the final product, while at the same time giving the team a wide margin of freedom. The ingredients that generate creativity and commitment are the "tension" produced by the fuzzy vision together with the challenge it contains, and the margin of autonomy, freedom, and responsibility.

Self-organizing project teams

These are teams without management roles or guidelines for assigning tasks. They are not self-directed teams—management sets the course—but self-organizing in order to achieve it. They start from scratch and must create their own organization and seek out the knowledge they need. They are similar to a "start-up" within the company. To achieve self-organization, the teams share three characteristics:

• Autonomy: they are free to choose the strategy for the solution. Management acts as a venture capitalist.
• Self-transcendence: the team develops solutions that it continuously evaluates, analyzes, and improves.
• Cross-fertilization: the team's multidisciplinary nature fosters mutual enrichment and the contribution of complementary solutions.

Overlapping development phases

The self-organizing team works as a unit with a single rhythm in which the different phases—requirements, analysis, integration, testing—overlap, eliminating the handoffs between phases that can cause bottlenecks or conflicts.

Multilearning

Team members are in direct communication with sources of information related to the project and can respond quickly to changes in the conditions of the customer's environment. As they progress toward the final product, they narrow down the number of alternatives through trial-and-error processes that give them knowledge across multiple disciplines.