The Tuckman model divides a group’s journey into five stages:

1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

Forming 

• The group has been established.

• The members are excited about the new job, get to know each other more to collaborate in the upcoming work. The members may not be aware of the specific duties of each member and the overall purpose of the group.
• At this point, decisions are based on consensus of members and very little conflict occurs.

Storming

• Members begin to express themselves and are able to break the group’s established rules. Differences between members in terms of working style, personality, solutions in the face of difficulties, etc. current job and no longer focus enough on work towards a common goal.
• Decisions based on group consensus are hard to come by.
• The team must identify and face its situation in order to thoroughly handle the conflicts and then move on to the Stabilization phase.
• In a Scrum team, the Scrum Master needs to be able to identify when the team is working together during the Wave period, closely monitor developments to make timely adjustments, helping the team get through this phase as quickly as possible.

Norming:

• Members begin to accept each other, see each member’s strengths, resolve conflicts and respect each other. Members began to communicate with each other more comfortably, listen to each other’s opinions and are ready to seek support when having problems.
• The group began to look at the common goal, and the work commitment was stronger.
• Rules are once again established to reduce conflicts, create a favorable space for members to work and collaborate.
• When new problems appear such as: new jobs, new decisions, new conflicts, etc., members may conflict as in the previous stage, it can be said that the Norming phase can be interwoven with the Storming phase. .
• Work efficiency is improved because the team is more focused on the common goal
• Once almost all the differences were resolved, the team moved on to the Performing stage. 

Performing: 

• The group achieves the highest efficiency at work. Collaboration is easy without any significant conflicts.
• This is a stage that not every group reaches:

• The rules are followed without any difficulty.
• The mutual support mechanisms in the group promote good efficiency.
• The enthusiasm and commitment of the members to the common goal is unquestionable.
• The members feel very comfortable when working in the group.
• Newly joined members will also quickly integrate and work effectively.
• The main spirit expressed at this stage is teamwork.

Adjourning:

• The group finishes its work and may no longer maintain the group;
• Or, team members who are used to the work culture may find group breakdown difficult to accept.

The events in Scrum includes:

• Sprint
• Sprint planning
• Daily scrum
• Sprint review
• Sprint Retrospective

Sprint

Sprint is a period of time wherein all tasks of Scrum take place, including: planning, execution, collaborating, resolving difficulties, reviewing and improving. All tasks are expected to take place in a specific time frame in order to reach a certain goal of value transferring at the end of each period.

The mechanism of minimizing the scope of work into a single sprint helps the Scrum group becomes capable of continuously transferring value and receive feedback from customers (or end-users) to adjust the direction for the future.

Each sprint can be considered a small project with the length of 1-4 weeks, depending on the context, the project’s particularities and feedback information requirements. Particularly, a project with a lot of volatilities tends to have a shorter Sprint. On the contrary, an “unpredictable” project that has no pressure on product release progress may have a longer Sprint.

The shorter the sprint is, the more pressure there can be and the management through event interactions tends to take larger proportion.

Each Sprint has a clear goal that must be built into the Sprint. Having a blueprint and a flexible plan beforehand will navigate the development progress.

Internally, repeating a discipline involving many important things in the form of a clearly structured set of imperative events could help the team build, maintain, and improve its ability to collaborate internally as well as with customers, thus increase efficiency through time.

Cancel a Sprint

A Sprint might be canceled if the goal is no longer relevant, or in other words, not providing value. It’s usually the case when a company changes its business direction or the technology changes. 

A Sprint can be canceled before the period ends. Only the Product Owner has the authority to cancel the Sprint.

However, due to the relatively short duration of each Sprint, canceling a Sprint would waste resources, as people have to spend time and effort planning a new Sprint. Sprint cancellation usually causes some damage to the Development team and it happens very rarely.

When the Sprint is canceled, the finished product parts will be reviewed. If certain parts of the work are transferable, the Product Owner can approve. Incomplete Product Backlog categories will be re-evaluated and returned to the Product Backlog for further development. The work done there will quickly expire and must be regularly re-evaluated.

Sprint planning

Time: at the beginning of a Sprint

Duration: 2 hours corresponds to 1 working week of Sprint. For example, with a 1-month Sprint, the time frame is about 8 hours. The time spent on two parts of the event is equal.

The Product Owner may be absent but should always be available to assist the Development Team to clarify items when needed.

Sprint planning is divided into two parts:

Part 1: Select the to-dos in the Sprint

Part 2: Decide the method to complete all previously selected tasks

Part 1: Select the to-dos in the Sprint

– The results of selecting the tasks to do in the Sprint are:

+ Sprint Goal: A Sprint Goal is a short description of the expected results to be achieved after the Sprint ends, serves as a guide for the Development Team during the Sprint and helps the team make reasonable decisions to achieve the goal.

+ A list of Product Backlog items selected for development during the Sprint.

– Process:

* The Product Owner presents the goal he wants to achieve this Sprint.

* The Product Owner clarifies the top items in Product Backlog (the highest priority items) so that the team has a better understanding of those. The Product Owner needs to make it clear that the number of Product Backlog items is larger than the number of item that the Development Team can complete in a Sprint (this number is based on the previous Sprints or based on experience).

For example, if it is estimated that the group is capable of doing 5 items, then at least the whole group must thoroughly understand roughly 8 or more items. That helps the team have enough information to make accurate selection decisions for this Sprint. Usually, these items have been thoroughly analyzed and clarified a few Sprints before through smoothing the Product Backlog, so the work in this section doesn’t take too long.

* The team will work together to figure out what to do in the Sprint.

* Based on the Sprint Goal and the current capacity, the Development Team selects the items that they believe can be accomplished in this Sprint, starting with the top items in the Product Backlog. The Development Team uses the average production rate in the past and the team’s capabilities in the current Sprint to decide which Product Backlog items to deploy in this Sprint.

The Development Team needs to discuss with the Product Owner if they want to select some low priority items at the bottom of the Product Backlog (usually happens when there is a dependency or match with the items selected by customers).

* At the end, the Development Team and the Product Owner agree on the Sprint goal and the list of items to be delivered during this Sprint.

Part 2: Decide the method to complete all previously selected tasks

Part two of the Sprint Planning session aims to answer the question: How to complete the selected tasks? The result of this part is the Sprint Backlog.

The Sprint Backlog is the work sheet used by the Development Team during the Sprint, consisting of the selected Product Backlog items and the worklist corresponding to each of those Product Backlog items.

The development team starts to design the system and makes a to-do list. For each item in the list, the team will split them up into specific tasks and estimate the effort (in hours or points, which will regularly be adjusted by the Development Team during the implementation process) to complete each task. The tasks are usually small enough to complete in a day or less.

The total effort for all items on the Sprint Backlog is used by the team to track the Sprint progress. This value is immediately updated to the Sprint Backlog and is also used to create a Sprint Burndown chart to track Sprint progress. After each business day, members will simultaneously update the Sprint Backlog and the Burndown chart with the new values.

Example: Burndown Chart in Sprint 5 by the LAI AliExpress Review team: More work completed than originally planned.

In case the amount of work is too much or too meager, the Development Team can talk to the Product Owner to remove or add other items. In part 2, the Development Team may need more support from outside of the team to analyze and estimate the work better.

Longer-term planning

In Scrum, Sprint planning is too short, which is not good enough for planning.

Planning can take place at many different levels. Sprint planning for Development Teams is a new thing.

In addition, longer-term planning tasks, such as: Release Planning, Portfolio Planning or Product Strategy still need to be effectively executed at higher levels of the organization.

Product planning is usually delegated to the Product Owner. This plan will rely heavily on estimating the size of the Product Backlog items, calculating the speed of completing work by the Development Team, as well as considering business priorities for the under-development products. Once the estimated work for each item has been completed, the team predicts how quickly a meaningful release can be done based on its speed.

3. Daily Scrum

The Daily Scrum takes place at a regular daily basis, at a fixed location and time frame. It is a short exchange session that does not last more than 15 minutes.

The purpose is to help the Development Team synchronize works and plan for the next working day.

Roles of members in the Daily Scrum:

> Development Team members must fully participate and answer these 3 questions:

1. What have I done from the previous Daily Scrum until now to help the Development Team achieve the Sprint Goal?
2. What will I do from now to tomorrow to help the Development Team move towards the Sprint goal?
3. What obstacles am I facing that are preventing the team from achieving this Sprint Goal?

> Scrum Master:

1. Ensure favorable conditions for the Development Team to conduct the event such as: location, time frame, ensuring synchronous coordination in work instead of getting caught up in other issues.
2. Observe throughout the meeting to feel the atmosphere and potential problems. These issues will be noted and can be managed in the Obstacle List and resolved gradually.

> The Product Owner and some others may attend but do not play any role in this event.

4. Sprint Review

The Sprint Review is an audit and adaptation of the under-construction products. At the end of the review, the product path and Product Backlog can be better adapted to the new development situation.

Time: After the Sprint deployment ends.

Duration: 1 hour corresponds to 1 working week of Sprint

Purpose: to check the growth achieved in the previous Sprint

All participants are completely free to ask questions and contribute their ideas. Participants include:

• Development Team
• Product Owner
• Scrum Master
• Others: Customers, users, stakeholders, etc.

During the Sprint Review:

+ Development Team and Product Owner talk to each other to learn about the situation, take note of each other’s recommendations.

+ The Product Owner learns and understands the situation of the product and of the Development Team.

+ Development Team learns and understands the situation of the Product Owner and the market.

Contents of the Sprint Summary:

1. Product Owner presents Sprint Goal
2. Development Team presents completed results
3. Directly use the product

* Notes:

• Do not present features that are not “completed”.
• Responses given – Product Backlog can be re-prioritized.
• The Product Owner should use acceptance testing techniques to evaluate features.
• Product demo is a content of the Sprint Review session. In addition, there is an equally important content that is discussion and collaboration among the participating members.

5. Sprint Retrospective

Time: End of Sprint, right after the Sprint Review and before the next Sprint Planning session.

Duration: 45 minutes corresponds to 1 working week of Sprint. For example, with a 2-week Sprint, the time frame is about 1 hour 30 minutes.

Purpose (according to the Scrum Documentation):

• How was the last Sprint audit in terms of people, relationships, processes, and tools.
• Identify the sequence and arrange things that worked well and things that need improvement.
• Make a plan to improve the way the Scrum Team works.

Participants:

• The development team and the Scrum Master are required to participate.
• The Product Owner may or may not be involved.
• People invited by the Scrum Master to contribute ideas to the team.

The Scrum Master strives to guide the team through each step of the improvement activity, has an improvement method, and comes up with a SMART improvement plan.

There should be 1 person in the support role for the Sprint Retrospective. This person can be the Scrum Master or someone from outside the team (a common practice is to exchange between Scrum Masters).

[picture]

[Key activities in the Sprint improvement session

– List the things that have been done well

– List the things that have not been done well 

– Provide some improvement actions

– Improvement plan for next sprint]

Practically, Sprint Improvement sessions should be placed in a closed cycle: Plan – Do – Check – Act, which is a Kaizen continuous improvement process. Specifically, once an improvement plan is in place, the Scrum Team needs to put it into action in the next Sprint, then track whether the improvement is effective, test in the next Sprint and adapt. Therefore, one of the focuses of the improvement meeting is to check whether the previous improvement plan worked, and how to correct it. To do this, the Scrum Team can maintain an Improvement Log (Kaizen Log) to track how well each improvement is performing over time. This document should be maintained and updated regularly by the Scrum Master, and can serve as input for more systematic improvements and replication to other teams.

In an organization with an effective knowledge management system, these improvements can be classified and shared widely (in the form of wikis, blogs or inside news) to spread the initiative at a larger scale.

Continuous improvement activities are most effective when they become habits of individuals and groups and become the culture of the organization.

Sprint improvement techniques:

Glad – Sad – Mad (most commonly used)

SpeedBoat

Start – Stop – Continue

5whys

Lean Coffee

* Reference source: The Scrum Handbook

What is Usability Testing?

Usability Testing is a technique used to evaluate a product or service in terms of its interaction design (easiness of use, work time, and perception). Usability Testing shows the reality of how users actually use the product, the intuitiveness of the product design, and especially, this test is done with new users – who have never been exposed to the product before.

For example: a merchant owns an online store on Shopify and wants to increase sales. He found UpPromote – an Affiliate Marketing app. After installing UpPromote, the user experiences Quick Start and begins to report feelings during the experience. The respondent will observe the behavior and listen to the opinions and feelings of the user in every single experience touchpoint.

Purposes:

• Recognize any usability issues.
• Collect qualitative and quantitative data.
• Establish the participant’s fulfillment with the product.

Usability Testing Methods:

• Usability Testing in a lab.
• Remote Usability Testing.

Advantages and disadvantages of Usability Testing

Advantages:

• Usability testing detects the product’s issues and defects that are hard to find during product development.
• Using the correct resources, usability testing can assist in troubleshooting any issues that are encountered by users prior to product release.
• Usability Testing can be modified as required to support other tests like Function Test, Unit Test, Smoke Test, etc.
• The product will be more accepted by the end user or customer.

Disadvantages:

• Planning and data collection takes more time.
• Finding the cause of the usability problem is difficult.
• The result of Usability Test is based on personal experience and preferences, which may not be a good representation of external users.

Usability Testing Process

Definition of Product Owner:

Product Owner is a person with an in-depth knowledge of the product vision and requirements needed to realize that vision.
The Product Owner is the exclusive representative who is accountable for the product in development.
The Product Owner has the authority and duty to decide whether to cancel the Sprint (stopping the Sprint erratically).

What exactly does the Product Owner do?

1. Research and analyze the product that will be developed, and create a list of desired features in a Product Backlog. (The Product Backlog is a list of items that the Development Team relies on to work on and translate into features of the actual product. This list is not fixed but is adjusted throughout the product development to suit the product.).
2. Evaluate and organize items in the Product Backlog. The item with more value will be put up for production as soon as possible.
3. Maximize return on investment (ROI) by making the best use of the Development Team’s productive capabilities and saying “no” to unnecessary items.
4. Ensure transparency of Product Backlog.
5. Be ready to explain clearly the items of the Product Backlog to the Development Team.
6. Track product development progress, ensure transparency, and be accountable to stakeholders when required using Burndown charts or other tools.

Example of a Product Owner’s Daily Work

1. Join the daily Scrum session.
2. Engagein the resolution of a product-related problem for the Development Team.
3. Answer questions about a developing User Story to the Development Team.
4. Speak with a stakeholder who could not attend the Sprint Review.
5.  Contact a service user for more requirements.
6. Meet with a stakeholder to go over some of the details for the new release.
7. Rearrange the Product Backlog.
8. Work with the Scrum Master to improve the next Sprint Review.
9. Update project progress.
10. Meet with the Director to discuss the upcoming release.
11. Collaborate with the Development Team and Scrum Master on technical issues to determine how and when to resolve them.
12. Divide a large User Story
13. Collect product information in collaboration with the product service operations team.

Definition of a Development team

• The Development Team is the team that directly creates the product, and it is made up of specialists who are responsible for providing the deliverable growth after each Sprint.
• The Development Team is a self-organizing cross-functional team.

• The Development Team works toward a shared objective rather than each individual’s task and follows the philosophy of reducing the quantity of effort (Limit WIP – Limit Work-In-Progress).

Limit WIP – Limit Work-In-Progress – Source: Dignite

Roles in a Development Team

• All members of the Development Team play the same role and are not divided by titles or responsibilities.
• Every member of the team frequently excels in particular competencies, and these abilities add to the group’s overall skill set rather than simply the individual’s.
• The team’s collective skill set includes business research, content production, sketching, design, programming, and testing. The term “Developer” is used to refer to all members collectively.

-> Eliminating the division of roles promotes greater group ownership, group responsibility, and workplace equality.

-> Encouraging learning among the Development Team members. Each member will gradually acquire new skills in addition to his or her existing ones.

How many members does a development team need?

• The Development Team performs best with a moderate number of members; the Scrum rule is 3 to 9 people. Teams that are too small will have limited production capacity and may lack the necessary skills (non-cross-functional), making it difficult to generate significant complete increments at the end of each Sprint.

• Groups with too many members complicate management, make it difficult to interact and communicate, ensure transparency, and reduce group flexibility. If the project is large and requires a large number of people, we must divide the team and employ Scrum techniques at scale.

Does a Development Team need stability?

• The Tuckman model demonstrates that the Development Team needs high stability to achieve the highest levels of productivity and production quality. Members will find it easy to collaborate, communicate, and utilize everyone’s contributions to the fullest extent possible.
• Additionally, stability enables the team to modify its work practices in the best possible and most efficient manner. Because factors like team performance and production rates are stable, maintaining team stability also aids in improving planning predictability. Productivity will be impacted in the short term by changing members.

What does a Development Team contribute to the product?

• The product is made by the development team directly.
• The development team has extensive product expertise, particularly about the new product. There, the product is a discovering, testing, and modifying process that neither the Product Owner nor the stakeholders have a good understanding of beforehand.
• The Development Team helps the Product Owner keep track of the Product Backlog by performing tasks including predicting item sizes, technology-related needs, interdependencies, etc. These are businesses. that have a significant impact on the Product Backlog’s content.

The roles in Scrum are clearly divided. Specifically, when compared to the Dragon boat racing team, the Scrum Master is similar to the rhythm keeper for the team to perform as best as possible in the whole competition. 

What is a Scrum Master

The Scrum Master serves different audiences with different jobs, which change according to the stages of the development process.

First, the Scrum Master works with the Organization to prepare and possibly begin implementing Scrum. At the same time, the Scrum Master focuses on building the Development Team along with coaching and helping the Product Owner to put the team into action. At this stage, the work related to development engineering is kept to a minimum, ensuring that the job is still completed.

Then, the Scrum Master can temporarily put aside the work related to the Organization to focus on helping the Development Team work more stably, gradually improving the skills of each individual and of the whole Team. Gradually, the Scrum Master can introduce and support the Team to apply development techniques to improve productivity and product quality.

Once the Scrum team is really stable and running well, the Scrum Master can fully focus on finding, recommending and supporting the Team to apply better development techniques. Along with that is the activity to expand Scrum to the Organization, communication and exchange between the teams. Towards sustainable Scrum development.

Scrum Master supports the Development Team

1. Basic Scrum training in case members are not familiar with this framework.
2. Make sure the Development Team executes well the events in Scrum.
3. Support Development Team to find and use development supporting tools effectively.
4. Protect the development team against outside interference during a Sprint deployment.
5. Ensure information is transparent and clear in the Development Team.
6. Make sure the Development Team has all the necessary resources for production.
7. Seek help from outside experts when the Development Team encounters obstacles.

Scrum Master supports the organization

1. Help improve Scrum ability in the organization.
2. Work with other Scrum Masters to plan the implementation of Scrum within the organization, increasing the effectiveness of the application of Scrum in your organization.
3. Help employees and stakeholders understand and use Scrum as well as the experimental product development process.
4. Create change that increases the productivity of the Scrum Team.

Scrum Master supports Product Owner

1. Find effective techniques for managing the Product Backlog.
2. Actively communicate with the Development Team about the Product Backlog vision, purpose, and categories.
3. Instruct the Development Team how to create clear and simple Product Backlog categories.
4. Understand long-term product planning in an experimental setting.
5. Understand and practice flexibly.
6. Drive Scrum events on demand and as required.   

Scrum Master 1 day work example:

1. Arrive at the office 30 minutes before the Development Team to prepare the workspace and remove distractions.
2. Lead the daily Scrum meeting.
3. Solve an issue raised in a daily Scrum meeting with management.
4. Ask the Product Owner to divide the large categories in the Product Backlog into smaller categories and add award criterias.
5. Instruct the Development Team about a new technique.
6. Implement an improvement action outlined at the previous Sprint.
7. Meet with the Product Owner to clarify and review some of the top categories of the Product Backlog.
8. Talk to a product specialist.
9. Update team worksheet
10. Discuss with the Product Owner any technical debt that the team has accepted to meet an earlier deadline.
11. Prevent an involved party from asking the Development Team to perform an unplanned task.
12. Develop an outline to train a new member.
13. Train a new member.
14. Meet with the Scrum practice team.
15. Learn a new technique.
16. Group logging.

Scrum is a flexible methodology that requires a great deal of discipline across all roles and activities throughout the production process. The group and its members operate freely within the framework of agreed principles and rules.

I. What is a Scrum Team?

Personal and interpersonal interactions within the Scrum team are very crucial. The Scrum team consists of 3 roles: Product Owner, Development Team and Scrum Master.

The Scrum team has two important characteristics that are self-organization and cross-functionality:

• Self-organization: The group makes decisions together, and organizes work together through discussion and peer assignment towards a common goal.
• Cross-functionality: Many individuals with different competencies are brought together to work towards a common goal.

II – Scrum Master

The Scrum Master is a key role in the Scrum team. Scrum Master is responsible for ensuring that Scrum is run properly, following the Scrum principles, techniques, and rules for the best results.

The Scrum Master is a unique person. The Scrum Master is not directly involved in the work of making the product but is the glue for the parties to work together to create a good product. The Scrum Master is not a Team manager but a servant-style leader. As a servant leader, the Scrum Master provides services to the Product Owner, the Development Team, and the organization.

III – Product Owner

The Product Owner is responsible for guiding the product throughout the manufacturing process. The Product Owner’s job is to maximize the value of the product by making the best use of the Development Team’s productive capabilities. Maybe the Product Owner doesn’t need to know exactly what he’s going to do from the start but has a deep understanding of why he’s building the product.

The Product Owner is the sole representative and is responsible for the product under construction. Specifically, the Product Owner is the only person responsible for managing the Product Backlog – where the product’s development items are stored and actively participates in team meetings to provide the necessary information and manage Release Plan for the product.

IV – Development Team

The Development Team is the team that directly makes the product, consisting of experts tasked with delivering the deliverable growth at the end of each Sprint.

Development Team works best with a moderate number of members, which are from 3 to 9 people according to Scrum rule. The Development Team in Scrum is also a cross-functional self-organizing team. The team is empowered to self-direct and make production-related decisions. Self-organization also means that the team has complete control over the tools, techniques, and ways to get things done. During the production process, they themselves estimate, allocate, monitor, and regulate the work in a collective manner.

To understand what Scrum is and how Scrum works, we first need to understand the relationship between Agile and Scrum.

What is Agile?

“Agile is the philosophy and all methods of software development, product development, and management based on the philosophy described in the Agile Manifesto.” – according to the Scrum Manual

Agile: Approaching iterative growth to adapt and continuously deliver value

Before Agile, softwares was basically developed following the waterfall model (Waterfall), or according to the plan (plan-driven): work is done sequentially depending on pre-arranged arrangements. This model works when customer requirements are identified on a daily basis from scratch, can be arranged in the future, and there are no changes.

Conventional Waterfall model

Agile organizational work is broken down and managed based on prioritization. The more important requirements will be put into action plans, carried on and finished within a short segment (Interaction, in Scrum it is called Sprint) from 1-4 weeks. Within that framework, the team will focus on delivering value to customers, more specifically, there will be software ready to use. At the end of those segments, work requirements are re-prioritized, changed, or updated to fit the new context. Then the working process repeats again.

Agile Mindset

Agile Mindset briefly describes the core spirit of Agile. A team that uses Agile methods or techniques (such as Scrum, Kanban, etc.) will need to apply the following guiding principles to achieve the highest efficiency:

• The goal of the job is to make the customer happy. Every action should be customer-oriented, starting with the customer and revolving around the customer.
• Descaling scope of work, more empowerment, increased autonomy for small teams and individuals.
• Use factual (evidence-based) data from short feedback cycles for decision making and continuous improvement.
• Create a culture of nurturing and development, so that every individual always has the opportunity to learn through practice, through challenges, through failures, to grow day by day.
• Maintain a high level of adaptability, welcome change and proactively create and orient changes to achieve the end result.

What is Scrum?

What does Scrum have to do with Agile?

Scrum is an Agile method (most popular) but not Agile. Agile defines core values and guiding principles, and Scrum is one of dozens of specific methods (such as XP, Hybrid, Kanban, etc.) that share those principles.

So what is Scrum?

“Scrum is a framework for developing, delivering, and maintaining complex products in an iterative and incremental manner. The development process is done through successive segments. The Scrum framework clearly defines core values, roles, events, artifacts and rules to bring it all together to help teams work effectively.” – according to the Scrum Guide document

What is Scrum used for?

Depending on the situation, each context, the situations are added to be most appropriate.

• Scrum in product development: Scrum is used by one or more teams to perform tasks such as: establishing and sharing a product vision, market research, planning, analysis, and product design. product, production, quality assurance, customer development, product modification and improvement, etc.
• Scrum in project management: Scrum helps to better plan, track project progress, improve communication with customers, ensure quality and increase customer satisfaction by reducing risk and delivering values early to the customer.   
• Scrum for training: Scrum is useful in planning learning, improving the effectiveness of student-student and student-teacher communication, monitoring learning progress, and frequently assessing students’ ability … and especially improving students’ learning motivation and commitment via the empowerment mechanism.
• Scrum for personal work management: Scrum helps individuals do well in medium and short-term planning, set good goals for each stage, monitor and adjust work progress, regularly improve the working methods and supporting tools to increase productivity and work efficiency.

Benefits of using Scrum:

• High visibility: From the beginning, we consistently and sufficiently delivered good performance increments of the product.
• The delivered  value grows as the project progresses: Scrum focuses on delivering the complete features of the product right from the start. Thus, right in the production stage, the customer receives the values.
• Risks are detected and corrected early: The key here is iterative work and growth with continuous inspection and adaptation.
• Proactively embrace change: We are always prepared for everything ahead, so the cost of change is lower.
• High product quality: The team always hands over the finished product and carries out the inspection.
• Optimize Value on Investment (ROI)
• Increase customer satisfaction
• Sustainable personal and team development: The organized group creates opportunities to work together, through which each individual becomes more mature in many factors such as: initiative, commitment, motivation, knowledge. and product development skills.

On the morning of 7th January, 2021, at Secomus Technology JSC, the signing ceremony of a cooperation and recruitment agreement (MoU) between two units, Secomus and CodeGym, took place. This New Year’s event is an extremely important milestone, the first step for a long-term cooperation in training – recruitment between the two units. After this signing ceremony, CodeGym students also had the opportunity to visit the office of Secomus Technology JSC to learn about the working environment and experience from the company’s employees.

The signing ceremony took place at the office of SECOMUS Technology JSC with the participation of Mr. Phung Thanh Son – Founder, Mr. Nguyen Manh Tien – Co-founder and Ms. Nguyen Thi Thanh Hai – Marketing Director. CodeGym JSC has Mr. Nguyen Khac Nhat – General Director of CodeGym Vietnam and Representative of the Training Department.

After a period of conversation and discussion on the content of cooperation, the MoU cooperation memorandum between SECOMUS Technology JSC and CodeGym JSC was signed by both parties. Accordingly, during their study at CodeGym, students will have the opportunity to attend visits, exchanges, learn practical knowledge and even practice/work at SECOMUS Technology JSC. At the same time, CodeGym will also be an important human resource provider for SECOMUS.

After the ceremony was held successfully, the representative of Secomus Technology JSC led a delegation of CodeGym students to visit the working environment. Since then, the students have had the opportunity to interact more and get acquainted with the business environment, interact with employees in the company to learn and accumulate extremely useful “real combat” experiences to deal with future problems.

About CodeGym

CodeGym is a programmer training system for everyone ranging from beginners, IT students to skilled programmers. CodeGym was built according to a breakthrough programming training model, helping to improve the efficiency and quality of training to not only contribute a large number of programmers to the industry, but also through it to raise the standards and quality of the sector.

CodeGym was developed with the vision of becoming the leading modern programmer training system in the region, the main source of providing high-quality human resources for the industry, contributing to the development of Vietnam’s software industry in order to keep up with international standards.