The Scrum Guide

Front 1

Purpose of the Scrum Guide

Back 1

a framework for developing and sustaining complex products

Front 2

Definition of Scrum

Back 2

A framework within which people can address complex adaptive problems, while
productively and creatively delivering products of the highest possible value.

Front 3

Characteristics of Scrum

Back 3

- Lightweight
- Simple to understand
- Difficult to master

Front 4

Scrum is versus What Scrum is Not

Back 4

Scrum is not a process or a technique for building products; rather, it is a
framework within which you can employ various processes and techniques.

Front 5

Scrum Theory

Back 5

empirical process control theory, or empiricism.

Front 6

What is Empiricism?

Back 6

knowledge comes from experience and making decisions based on what is known. Scrum
employs an iterative, incremental approach to optimize predictability and control risk.

Front 7

Three pillars of empirical process control

Back 7

transparency, inspection, and adaptation

Front 8

Explain Transparency

Back 8

process be defined by a common standard so observers share a
common understanding of what is being seen.

Front 9

Examples of Transparency

Back 9

e.g.

- A common language referring to the process must be shared by all participants; and,
- Those performing the work and those accepting the work product must share a common
definition of “Done”.

Front 10

Explain Inspection

Back 10

Scrum users must frequently inspect Scrum artifacts and progress toward a Sprint Goal to detect undesirable variances. Their inspection should not be so frequent that inspection gets in the way of the work. Inspections are most beneficial when diligently performed by skilled inspectors at the point of work.

Front 11

Adaptation

Back 11

If an inspector determines that one or more aspects of a process deviate outside acceptable
limits, and that the resulting product will be unacceptable, the process or the material being
processed must be adjusted. An adjustment must be made as soon as possible to minimize
further deviation.

Front 12

Four formal events for inspection and adaptation

Back 12

- Sprint Planning
- Daily Scrum
- Sprint Review
- Sprint Retrospective

Front 13

Make up of a Scrum Team

Back 13

Product Owner, the Development Team, and a Scrum Master

Front 14

Characteristics of a Scrum Team

Back 14

self-organizing and cross-functional.

Front 15

What is a self-organizing team?

Back 15

teams choose how best to
accomplish their work, rather than being directed by others outside the team

Front 16

What is a cross-functional team?

Back 16

all have competencies needed to accomplish the work without depending on others not
part of the team.

Front 17

Describe the Product Owner

Back 17

The Product Owner is responsible for maximizing the value of the product and the work of the
Development Team. How this is done may vary widely across organizations, Scrum Teams, and
individuals.

Front 18

Who is responsible for managing the Product Backlog?

Back 18

The Product Owner

Front 19

What is involved in Product Backlog Management?

Back 19

- Clearly expressing Product Backlog items;
- Ordering the items in the Product Backlog to best achieve goals and missions;
- Optimizing the value of the work the Development Team performs;
- Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what
the Scrum Team will work on next; and,
- Ensuring the Development Team understands items in the Product Backlog to the level
needed.

Front 20

What the Product Owner is and what the Product Owner is not?

Back 20

- The Product Owner may do the above work, or have the Development Team do it. However, the
Product Owner remains accountable.

- The Product Owner may represent the
desires of a committee in the Product Backlog, but those wanting to change a Product Backlog
item’s priority must address the Product Owner.

Front 21

Characteristics of a Development Team

Back 21

- They are self-organizing. No one (not even the Scrum Master) tells the Development Team
how to turn Product Backlog into Increments of potentially releasable functionality;
- Development Teams are cross-functional, with all of the skills as a team necessary to create
a product Increment;
- Scrum recognizes no titles for Development Team members other than Developer,
regardless of the work being performed by the person; there are no exceptions to this rule;
- Scrum recognizes no sub-teams in the Development Team, regardless of particular domains
that need to be addressed like testing or business analysis; there are no exceptions to this
rule; and,
- Individual Development Team members may have specialized skills and areas of focus, but
accountability belongs to the Development Team as a whole.

Front 22

Optimal Team Size

Back 22

3-9

Product Owner and Scrum Master are not included unless they are executing work

Front 23

Characteristics of an Optimal Development Team

Back 23

small enough to remain nimble and large enough to
complete significant work within a Sprint

Front 24

How does the Scrum Master serve the Product Owner?

Back 24

- Finding techniques for effective Product Backlog management;
- Helping the Scrum Team understand the need for clear and concise Product Backlog items;
- Understanding product planning in an empirical environment;
- Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value;
- Understanding and practicing agility; and,
- Facilitating Scrum events as requested or needed.

Front 25

How does the Scrum Master serve the Development Team?

Back 25

- Coaching the Development Team in self-organization and cross-functionality;

- Helping the Development Team to create high-value products;
- Removing impediments to the Development Team’s progress;

- Facilitating Scrum events as requested or needed; and,
- Coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and understood

Front 26

How does the Scrum Master serve the Organization?

Back 26

- Leading and coaching the organization in its Scrum adoption;
- Planning Scrum implementations within the organization;
- Helping employees and stakeholders understand and enact Scrum and empirical product development;
- Causing change that increases the productivity of the Scrum Team; and,
- Working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization

Front 27

What does a time-boxed event mean?

Back 27

Every event has a maximum
duration

Front 28

Ways that a sprint event can end

Back 28

1. Event hits the time box

2. The purpose of the event has been achieved.

Front 29

What is the heartbeat of Scrum?

Back 29

Sprint

Front 30

What is a sprint?

Back 30

a time-box of one month or less during which a “Done”, useable,
and potentially releasable product Increment is created. Sprints best have consistent durations
throughout a development effort.

Front 31

When does a new sprint start?

Back 31

A new Sprint starts immediately after the conclusion of the
previous Sprint.

Front 32

Guidelines during a sprint

Back 32

- No changes are made that would endanger the Sprint Goal;
- Quality goals do not decrease; and,
- Scope may be clarified and re-negotiated between the Product Owner and Development
Team as more is learned.

Front 33

Max Sprint Time

Back 33

1 month

Front 34

Advantages of doing work in sprints

Back 34

Enable predictability by ensuring inspection and adaptation of progress toward a Sprint Goal

Front 35

Who cancel a sprint

Back 35

Only the Product Owner can

Front 36

Reasons to cancel a sprint

Back 36

The Sprint goal becomes obsolete.

This might occur if the company changes direction or if market or technology conditions change.

Front 37

Steps that occur when a sprint is cancelled

Back 37

When a Sprint is cancelled, any completed and “Done” Product Backlog items are reviewed. If
part of the work is potentially releasable, the Product Owner typically accepts it. All incomplete Product Backlog Items are re-estimated and put back on the Product Backlog. The work done on them depreciates quickly and must be frequently re-estimated.

Front 38

Max Duration for a Sprint Planning Meeting

Back 38

a maximum of eight hours for a one-month Sprint.

Front 39

Sprint Planning answers the following questions

Back 39

1. What can be delivered in the Increment resulting from the upcoming Sprint?

2. How will the work needed to deliver the Increment be achieved?

Front 40

What is the product backlog?

Back 40

an ordered list of everything that might be needed in the product and is the single source of requirements of any changes to be made to the product.

Front 41

In a product backlog, what are the things that the product owner is responsible for?

Back 41

content, availability, and ordering

Front 42

Can a product backlog be complete?

Back 42

A product backlog is never complete

Front 43

How long does a product backlog last?

Back 43

As long as a product exists, its product backlog also exists

Front 44

What must a product backlog have?

Back 44

Product backlog items have the attributes of a description, order, estimate, and value

Front 45

What influences can change a product backlog?

Back 45

Changes in business requirements, market conditions, or technology may cause changes in the product backlog.

Front 46

What happens during product backlog refinement?

Back 46

PBI's are reviewed and refined

Front 47

What percentage should refinement take?

Back 47

Refinement usually consumes no more than 10% of the capacity of the Development team.

Front 48

Who is responsible for all estimates?

Back 48

The Development Team is responsible for all estimates

Front 49

What does it mean a user story is "Ready"

Back 49

1. Can be done w/i one sprint

2. Can be deemed for selection in sprint planning.

Front 50

At least when should total work remaining be summed?

Back 50

at least every sprint review

Front 51

What is the sprint backlog?

Back 51

- is the set of product backlog items selected for the sprint, plus a plan for delivering the product increment and realizing the sprint goal.

- a forecast by the development team about what functionality will be in the next increment and the work needed to deliver that functionality into a "done" increment

- makes visible all of the work that the development team identifies as necessary to meet the sprint goal.

Front 52

What happens when new work is required?

Back 52

The development team adds it to the sprint backlog

Front 53

Who can only change the sprint backlog during a sprint?

Back 53

Only the development team can change its sprint backlog during a sprint

Front 54

How is progress tracked during a sprint?

Back 54

By tracking the remaining work throughout the sprint

Front 55

What is the increment?

Back 55

The increment is the sum of all the product backlog items completed during a sprint and the value of the increments of all previosu sprints.

Front 56

What is useable condition?

Back 56

This means that the new increment must be "done"

Front 57

When must an increment be done?

Back 57

It must be in useable condition regardless of whether the product owner decides to actually release it

Front 58

Who is responsible for keeping transparency?

Back 58

The scrum master must work with the product owner, development team, and other involved parties to understand if the artifacts are completely transparent.

Front 59

How can a scrum master detect incomplete transparency?

Back 59

A scrum master can detect incomplete transparency by inspecting the artifacts, sensing patterns, listening closely to what is being said, and detecting differences between expected and real results.

Front 60

What does a team do if done is not a convention of the development organization?

Back 60

the development team of the scrum team must define a definition of "done" appropriate for the product.

Front 61

How does team handle the definition of done when there are multiple scrum teams?

Back 61

the development teams on all of the scrum teams must mutually define the definition of "done"

Front 62

Characteristics of an increment?

Back 62

Each increment is additive to all prior increments and thoroughly tested, ensuring that all increments work together.

Front 63

Can I pick and choose from scrum?

Back 63

Scrum exists only in its entirety and functions well as a container for other techniques, methodologies, and practices

Front 64

input to the sprint planning meeting?

Back 64

the product backlog, the latest product increment, projected capacity of the development team during the sprint, and past performance of the development team

Front 65

The number of items selected from the product backlog for the sprint?

Back 65

IT's solely up to the development team. ONly the development team can assess what it can accomplish over the upcoming sprint.

Front 66

What is the sprint goal?

Back 66

an objective that will be met within the sprint through the implementation of the product backlog, and it provides guidance to the development team on why it is building the increment

Front 67

What is the sprint backlog?

Back 67

The product backlog items selected for this sprint plus the plan for delivering them

Front 68

What should happen by the end of the sprint planning meeting?

Back 68

The development team should be able to explain to the product owner and scrum master how it intends to work as a self-organizing team to accomplish the sprint goal and create the anticipated increment

Front 69

Daily scrum?

Back 69

a fifteen minute tiem boxed event for the development team to synchronize activities and create a plan for the 24 hours.

Front 70

Characteristics of the daily scrum?

Back 70

is held at the same time and place each day to reduce complexity

Front 71

What does the development team members explain at the daily scrum:

Back 71

- What did I do yesterday that helped the development team meet the sprint goal?

- What will I do today to help the development team meet the sprint goal?

- Do I see any impediment that prevents me or the development team from the meeting the sprint goal?

Front 72

Who is responsible for the daily scrum meeting?

Back 72

The scrum master ensures that the development team has the meeting, but the development team is responsible for conduction the daily scrum. The scrum master teaches the development team to keep the daily scrum within the 15-minute time-box

Front 73

Purpose of the daily scrums

Back 73

improve communications, eliminate other meetings, identify impediments to development for removal, highlight and promote quick decision-making, and improve the development team's level of knowledge

Front 74

What happens during the sprint review?

Back 74

the scrum team and stakeholders collaborate about what was done in the sprint. Based on that and any changes to the product backlog during the sprint, attendees collaborate on the next things that cold be done to optimize value.

Front 75

Why is the sprint review held?

Back 75

to inspect the increment and adapt the product backlog if needed

Front 76

How long is the sprint review meeting?

Back 76

It's a four hour time-boxed meeting for one-month sprints

Front 77

What is the result of the sprint review

Back 77

is a revised product backlog that defines the probable product backlog items for the next sprint. The product backlog may also be adjusted overall to meet new opportunities

Front 78

The sprint review includes the following elements

Back 78

Attendees include the Scrum Team and key stakeholders invited by the Product Owner;
 The Product Owner explains what Product Backlog items have been “Done” and what has
not been “Done”;
 The Development Team discusses what went well during the Sprint, what problems it ran
into, and how those problems were solved;
 The Development Team demonstrates the work that it has “Done” and answers questions
about the Increment;
 The Product Owner discusses the Product Backlog as it stands. He or she projects likely
completion dates based on progress to date (if needed);
 The entire group collaborates on what to do next, so that the Sprint Review provides
valuable input to subsequent Sprint Planning;
 Review of how the marketplace or potential use of the product might have changed what is
the most valuable thing to do next; and,
 Review of the timeline, budget, potential capabilities, and marketplace for the next
anticipated release of the product.

Front 79

What is the purpose of the sprint retrospective

Back 79

is an opportunity for the scrum team to inspect itself and create a plan for improvements to be enacted

Front 80

When does the sprint retrospective occur?

Back 80

After the sprint review and prior to the next spring planning.

Front 81

How long is the sprint retro?

Back 81

a three-hour time-boxed meeting for one-month sprints

Front 82

Scrum master's role in the retro?

Back 82

The scrum master participates as a peer team member in the meeting from the accountability over teh scrum process

Front 83

The purpose of the sprint retrospective

Back 83

- Inspect how the last sprint went with regards to people, relationships, process, and tools

- Identify and order the major items that went well and potential improvements

- Create a plan for implementing improvements to the way the scrum team does it work

Front 84

What happens during the sprint retro?

Back 84

The scrum team plans ways to increase product quality by adapting the definition of "done" as appropriate

Front 85

What should happen at the end of the sprint retro?

Back 85

The scrum team should have identified improvements that it will implement in the next sprint

Front 86

Artifacts?

Back 86

an ordered list of everything that might be needed in the product and is the single source of requirements for any changes to be to the product.

Front 87

The scrum's artifacts represent?

Back 87

work or value to provide transparency and opportunities for inspection and adaptatation

Front 88

Duration of a Sprint once it begins?

Back 88

Remains fixed, cannot be lengthened or shortened