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.