The Scrum Guidedocs4sale.com/img/products/uploads/0jctf9_Scrum_Guide Oct2011_… · Page | 5 ....
Transcript of The Scrum Guidedocs4sale.com/img/products/uploads/0jctf9_Scrum_Guide Oct2011_… · Page | 5 ....
The Scrum Guide
The Definitive Guide to Scrum:
The Rules of the Game
October 20xx
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Table of Contents
Purpose of the Scrum Guide ........................................................................................................... 3
Scrum Overview .............................................................................................................................. 3
Scrum F .............. 3
Scrum The .............. 4
Scrum ....... .............. 5
The Scrum .............. 5
The Pro .............. 5
The Dev .............. 6
The Scru .............. 6
Scrum Eve .............. 7
The Spri .............. 8
Sprint P .............. 9
Daily Scr ............ 10
Sprint R ............ 11
Sprint R ............ 11
Scrum Arti ............ 12
Product ............ 12
Sprint B ............ 14
Increme ............ 14
Definition ............ 15
Conclusion ............ 15
Acknowled ............ 16
People .. ............ 16
History . ............ 16
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Purpose of the Scrum Guide
Scrum is a framework for developing and sustaining complex products. This Guide contains the
definition of Scrum. This definition consists of Scrum’s roles, events, artifacts, and the rules that
bind them together. Ken Schwaber and Jeff Sutherland developed Scrum; the Scrum Guide is
written and provided by them. Together, they stand behind the Scrum Guide.
Scrum O Scrum (n): while
productive
Lightw
Simple
Extrem
Scrum is a pment
since the e er, it is a
framework kes clear
the relativ you can
improve.
Scrum F
The Scrum facts, and
rules. Each l to
Scrum’s su
Specific str
The rules o nships and
interaction his
document
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Scrum Theory Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that
knowledge comes from experience and making decisions based on what is known. Scrum
employs an iterative, incremental approach to optimize predictability and control risk.
Three pillars uphold every implementation of empirical process control: transparency
inspection,
Transpare
Significant e.
Transparen hare a
common u
For examp
A com nd,
A com nd those
accept
Inspection
Scrum use tect
undesirabl in the way
of the wor ectors at
the point o
Adaptatio
If an inspe ptable
limits, and being
processed mize
further dev
Scrum pres d in the
Scrum Even
Sprint
Daily S
Sprint
Sprint
1 See “Definition of “Done”, p. 15.
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ScrumScrum is a framework structured to support complex product development. Scrum consists of
Scrum Teams and their associated roles, events, artifacts, and rules. Each component within the
framework serves a specific purpose and is essential to Scrum’s success and usage.
The Scr The Scrum aster.
Scrum Tea ow best to
accomplish unctional
teams hav hers not
part of the y, and
productivit
Scrum Tea for
feedback. n of
working pr
The Prod The Produ rk of the
Developm ams, and
individuals
The Produ Product
Backlog m
Clearly
Orderi
Ensuri
Ensuri ws what
the Scr
Ensuri level
neede
The Produ wever, the
Product Ow
The Product Owner is one person, not a committee. he roduct Owner may represent the
desires of a committee in the Product Backlog, but those wanting to change a backlog item’s
priority must convince the Product Owner.
For the Product Owner to succeed, the entire organization must respect his or her decisions. The
Product Owner’s decisions are visible in the content and ordering of the Product Backlog. No
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one is allowed to tell the Development Team to work from a different set of requirements, and
the Development Team isn’t allowed to act on what anyone else says.
The Development Team
The Development Team consists of professionals who do the work of delivering a potentially
releasable Increment of “Done” product at the end of each Sprint. Only members of the
Developm
Developm nd
manage th erall
efficiency a
They a nt Team
how to y;
Develo to create
a prod
Scrum ,
regard this rule;
Individ ocus, but
accoun
Develo e testing
or bus
Developm
Optimal De o
complete s nteraction
and results skill
constraints a
potentially
coordinati cal process
to manage unless
they are al
The Scru The Scrum m Masters
do this by . The
Scrum Mas
The Scrum Master helps those outside the Scrum Team understand which of their interactions
with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change
these interactions to maximize the value created by the Scrum Team.
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Scrum Master Service to the Product Owner
The Scrum Master serves the Product Owner in several ways, including:
Finding techniques for effective Product Backlog management;
Clearly communicating vision, goals, and Product Backlog items to the Development Team;
Teaching the Scrum Team to create clear and concise Product Backlog items;
Unders
Unders
Facilita
Scrum Ma
The Scrum
Coachi
Teachi
Remov
Facilita
Coachi s not yet
fully ad
Scrum Ma
The Scrum
Leadin
Planni
Helpin roduct
develo
Causin
Workin n of Scrum
in the
Scrum E Prescribed meetings
not define imum
duration. T ng waste
in the plan
Other than the Sprint itself, which is a container for all other events, each event in Scrum is a
formal opportunity to inspect and adapt something. These events are specifically designed to
enable critical transparency and inspection. Failure to include any of these events results in
reduced transparency and is a lost opportunity to inspect and adapt.
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The Sprint The heart of Scrum is a Sprint, a time-box of one month or less during which a “Done”, useable,
and potentially releasable product Increment is created. Sprints have consistent durations
throughout a development effort. A new Sprint starts immediately after the conclusion of the
previous Sprint.
Sprints con ment work,
the Sprint
During the
No cha
Develo
Quality
Scope pment
Team a
Each Sprin projects,
Sprints are built, a
design and .
Sprints are nition of
what is be able
predictabil every
calendar m
Cancelling
A Sprint ca has the
authority t
stakeholde
A Sprint w e
company c Sprint
should be he short
duration o
When a Sp ewed. If
part of the complete
Product Ba g p g k done on
them depreciates quickly and must be frequently re-estimated.
Sprint cancellations consume resources, since everyone has to regroup in another Sprint
Planning Meeting to start another Sprint. Sprint cancellations are often traumatic to the Scrum
Team, and are very uncommon.
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Sprint Planning Meeting The work to be performed in the Sprint is planned at the Sprint Planning Meeting. This plan is
created by the collaborative work of the entire Scrum Team.
The Sprint Planning Meeting is time-boxed to eight hours for a one-month Sprint. For shorter
Sprints, the event is proportionately shorter. For example, two-week Sprints have four-hour
Sprint Plan
The Sprint alf of the
Sprint Plan er the
following q
What w
How w
Part One:
In this part veloped
during the
Developm rk of the
Sprint.
The input t ed
capacity of velopment
Team. The up to the
Developm ver the
upcoming
After the D Sprint, the
Scrum Tea n the
Sprint thro o the
Developm
Part Two:
Having sel d this
functionali tems
selected fo
The Develo o convert
the Produc g g p y y g , r
estimated effort. However, enough work is planned during the Sprint Planning Meeting for the
Development Team to forecast what it believes it can do in the upcoming Sprint. Work planned
for the first days of the Sprint by the Development Team is decomposed to units of one day or
less by the end of this meeting. The Development Team self-organizes to undertake the work in
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the Sprint Backlog, both during the Sprint Planning Meeting and as needed throughout the
Sprint.
The Product Owner may be present during the second part of the Sprint Planning Meeting to
clarify the selected Product Backlog items and to help make trade-offs. If the Development
Team determines it has too much or too little work, it may renegotiate the Sprint Backlog items
with the P nd in order
to provide
By the end xplain to
the Produc m to
accomplish
Sprint Go
The Sprint ty
implement
As the Dev nt Goal, it
implement n the
Developm iate the
scope of Sp
The Sprint
Daily Scr The Daily S ronize
activities a ince the
last Daily S
The Daily S ring the
meeting, e
W
W
W
The Develo al and to
assess how e Daily
Scrum opt . The
Development Team often meets immediately after the Daily Scrum to re-plan the rest of the
Sprint’s work. Every day, the Development Team should be able to explain to the Product Owner
and Scrum Master how it intends to work together as a self-organizing team to accomplish the
goal and create the anticipated Increment in the remainder of the Sprint.
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The Scrum Master ensures that the Development Team has the meeting, but the Development
Team is responsible for conducting the Daily Scrum. The Scrum Master teaches the
Development Team to keep the Daily Scrum within the 15-minute time-box.
The Scrum Master enforces the rule that only Development Team members participate in the
Daily Scrum. The Daily Scrum is not a status meeting, and is for the people transforming the
Product Ba
Daily Scrum e
impedimen ove the
Developm ng.
Sprint R A Sprint Re e Product
Backlog if n orate
about wha klog
during the an
informal m k and
foster colla
This is a fo me is
allocated f iews.
The Sprint
The Pr e”;
The De ms it ran
into, a
The De uestions
about
The Pr ikely
compl
The en des
valuab
The result Product
Backlog ite meet new
opportunit
Sprint Retrospective The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan
for improvements to be enacted during the next Sprint.
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The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning
Meeting. This is a three-hour time-boxed meeting for one-month Sprints. Proportionately less
time is allocated for shorter Sprints.
The purpose of the Sprint Retrospective is to:
Inspec d tools;
Identif d,
Create s work.
The Scrum
framework yable for
the next Sp ase
product qu
By the end ements
that it will t Sprint is
the adapta ay be
implement ocus on
inspection
Scrum A Scrum’s ar
transparen um are
specifically crum
Teams are
Product The Produ uct and is
the single s duct
Owner is r dering.
A Product nitially
known and ct and the
environme antly
changes to l. As long
as a produ
The Product Backlog lists all features, functions, requirements, enhancements, and fixes that
constitute the changes to be made to the product in future releases. Product Backlog items have
the attributes of a description, order, and estimate.
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The Product Backlog is often ordered by value, risk, priority, and necessity. Top-ordered Product
Backlog items drive immediate development activities. The higher the order, the more a Product
Backlog item has been considered, and the more consensus exists regarding it and its value.
Higher ordered Product Backlog items are clearer and more detailed than lower ordered ones.
More precise estimates are made based on the greater clarity and increased detail; the lower
the order, am for the
upcoming be “Done”
within the ment Team
within one g Meeting.
As a produ duct
Backlog be g, so a
Product Ba ns, or
technology
Multiple Sc g is used
to describe ps items is
then empl
Product Ba the
Product Ba opment
Team colla oming,
items are r duct
Owner or a
Grooming
Developm orm
grooming i ming
usually con
The Develo ence the
Developm will
perform th
Monitorin
At any poin duct
Owner tra wner
compares t ess
toward completing projected work by the desired time for the goal. This information is made
transparent to all stakeholders.
Various trend burndown, burnup and other projective practices have been used to forecast
progress. These have proven useful. However, these do not replace the importance of
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empiricism. In complex environments, what will happen is unknown. Only what has happened
may be used for forward-looking decision-making.
Sprint Backlog The Sprint Backlog is the set of Product Backlog items selected for the Sprint plus a plan for
delivering the product Increment and realizing the Sprint Goal. The Sprint Backlog is a forecast
by the Dev the work
needed to
The Sprint uct
Backlog ite rk that the
Developm
The Sprint tood in
the Daily S t, and the
Sprint Back Team
works thro Goal.
As new wo k is
performed f the plan
are deeme its Sprint
Backlog du work that
the Develo the
Developm
Monitorin
At any poin an be
summed. T aily Scrum.
The Develo g the
Sprint Goa eam can
manage its
Scrum doe maining
and date a
Increme The Increm nd all
previous S eans it
must be in useable condition and meet the Scrum Team’s Definition of “Done.” It must be in
useable condition regardless of whether the Product Owner decides to actually release it.
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Definition of “Done” When the Product Backlog item or an Increment is described as “Done”, everyone must
understand what “Done” means. Although this varies significantly per Scrum Team, members
must have a shared understanding of what it means for work to be complete, to ensure
transparency. This is the “Definition of Done” for the Scrum Team and is used to assess when
work is com
The same klog items
it can selec
Increments rrent
Definition
Developm ncrement
is useable, is additive
to all prior her.
As Scrum T nclude
more strin
Conclus Scrum is fr mmutable
and althou rum exists
only in its e ies, and
practices.
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Acknowledgements
People Of the thousands of people who have contributed to Scrum, we should single out those who
were instrumental in its first ten years. First there was Jeff Sutherland, working with Jeff
McKenna,
contribute it is
today. Dav of the
Scrum Gui
History Ken Schwa in 1995.
This presen previous
few years
The history tried and
refined, we
The Scrum by Jeff
Sutherland d insights
about how rk. These
optimize p