PSM 1

How long should sprint planning be

8 hours or less

How long should daily scrum be

15 minutes or less

How long should sprint review be

4 hours or less

How long should sprint retrospective be

3 hours or less

Scrum

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

Scrum employs an

iterative, incremental approach to optimize predictability and control risk.

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.

Three pillars uphold every implementation of empirical process control:

Transparency, inspection, adaptation

Transparency

Significant aspects of the process must be visible to those responsible for the outcome.

In transparency

A common language referring to the process must be shared by all participants; and,
Those performing the work and those inspecting the resulting increment must share a
common definition of "Done".

inspection

Scrum users must frequently inspect Scrum artifacts and progress toward a Sprint Goal to detect
undesirable variances

Adaptation

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 po

Scrum prescribes four formal events for inspection and adaptation

Sprint planning, daily scrum, sprint review, sprint retrospective

Successful use of Scrum depends on people becoming more proficient in living these five values.

commitment, courage, focus, openness and respect

The Scrum Team consists of

a Product Owner, the Development Team, and a Scrum Master.

Scrum teams deliver products

iteratively and incrementally, maximizing opportunities for
feedback.

Incremental deliveries of a done product ensure

a potentially useful version of
working product is always available.

Product backlog management includes

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 cl

The Product Owner may manage the product backlog or have the Development Team do it. However, the
Product Owner remains accountable

True

The product owner is

A person, not a committee

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.

A done increment is required at the end of each sprint

true

Who can create the increment

Only members of the development team

How are development teams self-organizing

No one (not even the Scrum Master) tells the Development Team
how to turn Product Backlog into Increments of potentially releasable functionality;

How are development teams cross-functional

They have all the skills as a team necessary to create a product Increment

Scrum recognizes no

titles for Development Team members, regardless of the work being
performed by the person

Scrum recognizes no sub-teams

in the Development Team, regardless of domains that need
to be addressed like testing, architecture, operations, or business analysis;

Individual team members may have specializations but accountability belongs to

the development team as a whole

Small development teams may encounter

skill constraints during the Sprint, causing the Development Team to be unable to
deliver a potentially releasable Increment.

Large development teams generate

too much complexity for an empirical process
to be useful

The scrum master is

a servant-leader for the Scrum Team

The scrum master serves the product owner by ensuring

that goals, scope, and product domain are understood by everyone on the Scrum
Team as well as possible

The scrum master serves the product owner by finding

techniques for effective Product Backlog management

The scrum master serves the product owner by helping

the Scrum Team understand the need for clear and concise Product Backlog itemsy

The scrum master serves the product owner by understanding

product planning in an empirical environment

The scrum master serves the product owner by ensuring the product owner

knows how to arrange the Product Backlog to maximize value

The scrum master serves the product owner by understanding and practicing

agility

The scrum master serves the product owner by facilitating

scrum events as needed

The scrum master serves the development team by coaching

the Development Team in self-organization and cross-functionality

The scrum master serves the development team by helping

the Development Team to create high-value products

The scrum master serves the development team by removing

impediments to the Development Team's progress

The scrum master serves the development team by facilitating

Scrum events as requested or needed

The scrum master serves the development team by guiding

the Development Team in organizational environments in which Scrum is not yet
fully adopted and understood.

The scrum master serves the organization by leading

and coaching the organization in its Scrum adoption

The scrum master serves the organization by planning

Scrum implementations within the organization

The scrum master serves the organization by helping

employees and stakeholders understand and enact Scrum and empirical product
development

The scrum master serves the organization by causing

change that increases the productivity of the Scrum Team

The scrum master serves the organization by working

with other Scrum Masters to increase the effectiveness of the application of Scrum
in the organization

The sprint

a time-box of one month or less during which a "Done", useable,
and potentially releasable product Increment is created.

Scrum events

Prescribed events are used in Scrum to create regularity and to minimize the need for meetings not defined in Scrum

Once a sprint begins

its duration is fixed and cannot be shortened or lengthened

Sprints have

consistent durations throughout a development effort

A new sprint starts

immediately after the conclusion of the
previous Sprint.

Sprints contain and consist of

Sprint Planning, Daily Scrums, the development work, the
Sprint Review, and the Sprint Retrospective.

During the sprint, no changes are made that would

endanger the Sprint Goal

During the sprint, quality goals

do not decrease

During the sprint, scope

may be clarified and re-negotiated between the Product Owner and Development
Team as more is learned.

Each sprint has a goal of

what is to be built, a design
and flexible plan that will guide building it, the work, and the resultant product increment

Who has the authority to cancel a sprint

The Product Owner

A sprint can't be cancelled before the sprint time box is over

false

Why would a sprint be cancelled

if a sprint goal becomes obsolete

What happens to done product backlog items when a sprint is cancelled

they are reviewed

When a sprint is cancelled the product owner may accept items that are

potentially releasable

When a sprint is cancelled, all incomplete product backlog items are

re-estimated and put back on the Product Backlog.

Sprint planning Topic One

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

Sprint Planning Topic Two

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

Sprint planning is created by

the collaborative work of the entire Scrum Team.

Sprint Planning

where the work to be done during the sprint is planned

In topic one of sprint planning, the development team works to

forecast the functionality that will be developed during the
Sprint.

In topic one of sprint planning, the product owner discusses

the objective that the Sprint should achieve and the Product Backlog items that, if completed in the Sprint, would achieve the Sprint Goal

In topic one of sprint planning, the entire scrum team

collaborates on understanding the work of the Sprint

The number of items selected from the product backlog is determined by

solely the development team

Sprint Planning Inputs

Product Backlog, the latest product Increment, projected capacity of the Development Team during the Sprint, and past performance of the Development Team.

The sprint goal

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

During sprint planning the scrum team crafts

a sprint goal

In topic two of sprint planning, the development team

decides how it will build this functionality into a "Done" product Increment
during the Sprint.

The Sprint Backlog

The Product Backlog items selected for this Sprint plus the plan for delivering
them

In topic two of sprint planning, the product owner

can help to clarify the selected Product Backlog items and make trade-offs

In Topic Two of sprint planning the development team usually starts by

by designing the system and the work needed to convert the Product Backlog into a working product Increment.

In Topic Two of sprint planning, the development team may invite

other people to attend to provide technical or domain advice

By the end of sprint planning, the development to 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

The sprint goal gives guidance to the development team on

why it's building the increment

The sprint goal can be

any other coherence that causes the Development Team to work
together rather than on separate initiatives.

Daily scrum is held at the same time and place each day because

it reduces complexity

The development team uses the daily scrum to

inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog.

The daily scrum optimizes

the probability that the Development Team will meet the Sprint Goal.

The structure of the daily scrum is set by

the development team

Three common questions used in the daily scrum

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 meeting the
Sprint Goal?

The development team often

meet immediately after the Daily Scrum for
detailed discussions, or to adapt, or replan, the rest of the Sprint's work.

The scrum master teaches the development team to

keep the Daily Scrum within the 15-minute time-box.

In the daily scrum the scrum master ensures

that if others are present they are not disrupting the meeting

Sprint Reviews are used to

inspect the Increment and adapt the Product
Backlog if needed

The sprint review is an

informal meeting

In a sprint review, the scrum master's job is to

ensure the event takes place, that everyone understands its purpose, and teaches them how to stay within the time-box.

Who attends the sprint review

the Scrum Team and key stakeholders invited by the Product Owner

In the sprint review, the product owner explains

what Product Backlog items have been "Done" and what has
not been "Done

In the sprint review, the development team discusses

what went well during the Sprint, what problems it ran into, and how those problems were solved;

In the sprint review, the development team demonstrates

the work that it has "Done" and answers questions about the Increment

In the sprint review, the product owner discusses

the Product Backlog as it stands. He or she projects likely target and delivery dates based on progress to date (if needed)

In a sprint review, the entire group collaborates

on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning

In a sprint review, there is a review

of how the marketplace or potential use of the product might have changed what is
the most valuable thing to do next; and, timeline, budget, potential capabilities, and marketplace for the next
anticipated releases of functionality or capability of the pr

The result of a sprint review is

a revised Product Backlog that defines the probable Product Backlog items for the next Sprint

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

The sprint retrospective occurs

after the Sprint Review and prior to the next Sprint Planning.

In a sprint retrospective, it's the scrum master's job to

ensure the event takes place and the attendees understand its purpose

The purpose of a sprint retrospective is to

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; and,
� Create a plan for implementing improvements to the way the Scrum Team does i

During the sprint retrospective, the scrum team

plans ways to increase
product quality by improving work processes or adapting the definition of "Done", if appropriate
and not in conflict with product or organizational standards

By the end of the sprint retrospective, the scrum team

should have identified improvements
that it will implement in the next Sprint.

Scrum's Artifacts

represent work or value to provide transparency and opportunities for
inspection and adaptation

Product Backlog is

an ordered list of everything that is known to be needed in the product.

The product backlog is dynamic

it constantly changes to identify what the product needs to be appropriate, competitive, and useful. If a product exists, its Product Backlog also exists

Product Backlog Attributes

description, order, estimate, and value.

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 often include

test descriptions that will prove its completeness when "Done.

A product backlog is a

living artifact

What causes changes in the product backlog

Changes in business requirements, market conditions, or technology

When multiple scrum teams work on the same product how many product backlogs are there

one

Product backlog refinement

is the act of adding detail, estimates, and order to items in the
Product Backlog

Product backlog refinement is an ongoing process in which

the Product Owner and the Development
Team collaborate on the details of Product Backlog items

Who decides when and how product backlog refinement is done

the development team

Product Backlog Items can be updated at any time by the

product owner

Refinement usually consumes no more than ____ of the capacity of the development team

10%

_________ Product Backlog items are usually clearer and more detailed than ________

higher ordered, lower ordered

Product Backlog items that will occupy the Development Team
for the upcoming Sprint are

refined so that any one item can reasonably be "Done" within the
Sprint time-box.

Product Backlog items that can be "Done" by the Development Team within
one Sprint are

deemed "Ready" for selection in a Sprint Planning.

In the product backlog, the development team is responsible for all

estimates

The Product Owner may influence the
Development Team by

helping it understand and select trade-offs, but the people who will
perform the work make the final estimate.

The Product owner tracks

the total work remaining at least every Sprint Review.

This information is made
transparent to all stakeholder

The Product Owner
compares this amount with work remaining at previous Sprint Reviews to assess progress
toward completing projected work by the desired time for the goal.

Burndowns, burn-ups, or cumulative flows do not replace

the importance of empiricism. Only
what has already happened may be used for forward-looking decision-making.

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.

To ensure continuous improvement, the sprint backlog includes

at least one high priority process improvement identified in the previous Retrospective meeting.

The sprint backlog is a plan with enough detail that

changes in progress can be understood in the Daily Scrum.

The development team modifies the

Sprint Backlog throughout the Sprint, and
the Sprint Backlog emerges during the Sprint.

The sprint backlog belongs solely to

the development team

The increment is

the sum of all the Product Backlog items completed during a Sprint and the
value of the increments of all previous Sprints

At the end of a sprint, the new increment must be

Done," which means it must be in useable condition and meet the Scrum Team's definition of "Done.

The increment must be in useable condition regardless

of whether the Product Owner decides to release it.

An increment is a body

of inspectable, done work that supports empiricism at the
end of the Sprint

The Scrum Master must work with the Product Owner, Development Team, and other involved
parties to understand if

the artifacts are completely transparent.

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.

the Scrum Master must help everyone apply the most appropriate practices

in the absence of complete transparency

If there are multiple Scrum Teams working on the system or product release, the
Development Teams on all the Scrum Teams must

mutually define the definition of "Done.

As Scrum Teams mature, it is expected that their definitions of "Done

will expand to include
more stringent criteria for higher quality.