Scrum guide presentation (Scrum Guide in easy to read PPT format)

Scrum Guide Presentation
(Scrum Guide in PPT format)
Revision 0.1
Based on Scrum Guide Nov 2017:
https://www.scrumguides.org/docs/scrumguide/v2017/2017-Scrum-Guide-US.pdf
Edited by:
Aloke Bhattacharya (PMP,PMI-ACP, CSM, PSM-I)
https://www.linkedin.com/in/aloke-bhattacharya/
Aloke Bhattacharya, PMP,PMI-ACP, CSM, PSM-I 1

The Scrum Guide™
• The Definitive Guide to Scrum: The Rules of the Game
Developed and sustained by Scrum creators: Ken Schwaber and Jeff Sutherland
Scrum Guide Page 1

Copyright Notice for Scrum Guide
• ©2017 Ken Schwaber and Jeff Sutherland. Offered for license under
the Attribution Share-Alike license of Creative Commons, accessible at
http://creativecommons.org/licenses/by-sa/4.0/legalcode and also
described in summary form at
http://creativecommons.org/licenses/by-sa/4.0/. By utilizing this
Scrum Guide, you acknowledge and agree that you have read and
agree to be bound by the terms of the Attribution Share-Alike license
of Creative Commons
Scrum Guide Page 2

Why This Scrum Guide Presentation
• Scrum Guide is an wonderful, brief and crisp introduction to scrum
• But it’s written in a “not so interesting to read” format
• No Pictures/images/diagrams!
• It’s known to be “boring” to read
• Difficult to remember key points even after reading multiple times.
• It’s necessary to remember the key points for Scrum.org exams like
PSMI/II
• Hopefully this presentation format would enable remembering key
points through a few additional pictures, highlighting, large format,
and splitting of long paragraphs.

What has been done and what has not been
done in this presentation
• Scrum Guide content is available 100% in this presentation. Not a single
word has been removed from the actual content(SG Page 3-19).
• Content is presented in the same order as Scrum guide. Scrum Guide Page
numbers are available in top right corner of the slides.
• Some of the long paragraphs have been split into shorter bullet points
• Highlights have been done for the key points which are good to remember
• A few summary points have been added in additional text box
• A few pictures have been added which helps in better understanding.
• Additional links have been added and a reference section with suggested
reading has been added at the end

Page-3
Purpose, Definition

Purpose of the Scrum Guide
• Scrum is a framework for developing, delivering, 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 Guide Page 3

Definition of Scrum
• Scrum (n): A framework within which people can address complex
adaptive problems, while productively and creatively delivering
products of the highest possible value
• Scrum is:
• Lightweight
• Simple to understand
• Difficult to master
Scrum Guide Page 3

Definition of Scrum(cont..)
• Scrum is a process framework that has been used to manage work on
complex products since the early 1990s.
• Scrum is not a process, technique, or definitive method.
• Rather, it is a framework within which you can employ various
processes and techniques.
• Scrum makes clear the relative efficacy of your product management
and work techniques so that you can continuously improve the
product, the team, and the working environment
Scrum Guide Page 3

Definition of Scrum(cont..)
• The Scrum framework 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 rules of Scrum bind together the roles, events, and
artifacts, governing the relationships and interaction
between them. The rules of Scrum are described
throughout the body of this document.
• Specific tactics for using the Scrum framework vary
and are described elsewhere
Scrum Guide Page 3
Not from Scrum Guide:
Scrum= 3 Roles+3 Artifacts +
5 Events
3 Roles:
I. Scrum Master (SM)
II. Product Owner (PO)
III. Development Team (DT)
Note: Scrum Team=
SM+PO+DT
3 Artifacts:
I. Product Backlog
II. Sprint Backlog
III. Increment
5 Events:
I. Sprint
II. Sprint Planning
III. Daily Scrum
IV. Sprint Review
V. Sprint Retrospective

Scrum Uses, Scrum Theory

Uses of Scrum
• Scrum was initially developed for managing and developing products.
Starting in the early 1990s, Scrum has been used extensively, worldwide, to
1. Research and identify viable markets, technologies, and product
capabilities;
2. Develop products and enhancements;
3. Release products and enhancements, as frequently as many times per
day;
4. Develop and sustain Cloud (online, secure, on-demand) and other
operational environments for product use; and,
5. Sustain and renew products.
Scrum Guide Page 4

Uses of Scrum(contd..)
• Scrum has been used to develop software, hardware, embedded
software, networks of interacting function, autonomous vehicles,
schools, government, marketing, managing the operation of
organizations and almost everything we use in our daily lives, as
individuals and societies.
• As technology, market, and environmental complexities and their
interactions have rapidly increased, Scrum’s utility in dealing with
complexity is proven daily.
• Scrum proved especially effective in iterative and incremental
knowledge transfer. Scrum is now widely used for products, services,
and the management of the parent organization
Scrum Guide Page 4

Uses of Scrum(contd..)
• The essence of Scrum is a small team of people. The individual team
is highly flexible and adaptive.
• These strengths continue operating in single, several, many, and
networks of teams that develop, release, operate and sustain the
work and work products of thousands of people.
• They collaborate and interoperate through sophisticated
development architectures and target release environments.
• When the words “develop” and “development” are used in the Scrum
Guide, they refer to complex work, such as those types identified
above.
Scrum Guide Page 4

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:
I. transparency,
II. inspection, and
III. adaptation.
Scrum Guide Page 4
https://www.visual-paradigm.com/scrum/what-are-scrum-
three-pillars/

Scrum Theory: Transparency/Inspection/Adaptation, Scrum Values

Scrum Theory (cont..)
Transparency
• Significant aspects of the process must be visible to those responsible for
the outcome.
• Transparency requires those aspects be defined by a common standard so
observers share a common understanding of what is being seen.
• For example
• 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”.
Scrum Guide Page 5

Inspection
• 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.
Scrum Guide Page 5

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 possible to minimize further
deviation.
Scrum Guide Page 5

• Scrum prescribes four formal events for inspection and adaptation, as
described in the Scrum Events section of this document:
1. Sprint Planning
2. Daily Scrum
3. Sprint Review
4. Sprint Retrospective
Scrum Guide Page 5

Scrum Values
Scrum Values
• When the values of commitment, courage, focus,
openness and respect are embodied and lived by the
Scrum Team, the Scrum pillars of transparency,
inspection, and adaptation come to life and build
trust for everyone.
• The Scrum Team members learn and explore those
values as they work with the Scrum roles, events,
and artifacts.
Scrum Guide Page 5

Scrum Values
Aloke Bhattacharya, PMP,PMI-ACP, CSM, PSM-I 22Outside Scrum Guide

Scrum Values (cont..)
• Successful use of Scrum depends on people becoming
more proficient in living these five values.
• People personally commit to achieving the goals of the Scrum
Team.
• The Scrum Team members have courage to do the right thing
and work on tough problems.
• Everyone focuses on the work of the Sprint and the goals of
the Scrum Team.
• The Scrum Team and its stakeholders agree to be open about
all the work and the challenges with performing the work.
• Scrum Team members respect each other to be capable,
independent people.
Scrum Guide Page 5

Page-6
The Scrum Team: Product Owner

The scrum Framework Poster from Scrum.org
https://scrumorg-website-prod.s3.amazonaws.com/drupal/2016-06/ScrumFramework_17x11.pdf

The Scrum Team
• The Scrum Team consists of a
• Product Owner,
• the Development Team,
• and a Scrum Master.
• Scrum Teams are
• self-organizing and
• cross-functional.
• Self-organizing teams choose how best to accomplish their work, rather than being directed by others
outside the team.
• Cross-functional teams have all competencies needed to accomplish the work without depending on
others not part of the team.
• The team model in Scrum is designed to optimize flexibility, creativity, and productivity.
• The Scrum Team has proven itself to be increasingly effective for all the earlier stated uses, and any
complex work.
• Scrum Teams deliver products iteratively and incrementally, maximizing opportunities for feedback.
• Incremental deliveries of “Done” product ensure a potentially useful version of working product is
always available.
Scrum Guide Page 6
Scrum Team(ST)
=PO+DT+SM

The Product Owner
• The Product Owner is responsible for maximizing the value of the product
resulting from work of the Development Team.
• How this is done may vary widely across organizations, Scrum Teams, and
individuals.
• The Product Owner is the sole person responsible for managing the Product
Backlog.
• Product Backlog management includes:
• Clearly expressing Product Backlog items (PBI);
• 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.
Scrum Guide Page 6

The Product Owner (cont..)
• The Product Owner may do the above work, or have the Development Team do
it.
• However, the Product Owner remains accountable.
• The Product Owner is one person, not a committee.
• 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.
• 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 one can force the Development Team to work from a different set of
requirements.
Scrum Guide Page 6

Page-7
The Scrum Team: Dev Team, Scrum Master

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.
• A “Done” increment is required at the Sprint Review.
• Only members of the Development Team create the Increment.
• Development Teams are structured and empowered by the organization to
organize and manage their own work.
• The resulting synergy optimizes the Development Team’s overall efficiency
and effectiveness.
Scrum Guide Page 7

The Development Team (cont..)
• Development Teams have the following characteristics:
• 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 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; and
• Individual Development Team members may have specialized skills and areas of
focus, but accountability belongs to the Development Team as a whole.
Scrum Guide Page 7

Development Team Size
• Optimal Development Team size is small enough to remain nimble
and large enough to complete significant work within a Sprint.
• Fewer than three Development Team members decrease
interaction and results in smaller productivity gains.
• Smaller Development Teams may encounter skill constraints during
the Sprint, causing the Development Team to be unable to deliver a
potentially releasable Increment.
• Having more than nine members requires too much coordination.
• Large Development Teams generate too much complexity for an
empirical process to be useful.
• The Product Owner and Scrum Master roles are not included in this
count unless they are also executing the work of the Sprint Backlog.
Aloke Bhattacharya, PMP,PMI-ACP, CSM, PSM-I
DT Size = 3 to
9 (Excluding
PO and SM)
Scrum Guide Page 7

The Scrum Master
• The Scrum Master is responsible for promoting and supporting Scrum as
defined in the Scrum Guide.
• Scrum Masters do this by helping everyone understand Scrum theory,
practices, rules, and values.
• The Scrum Master is a servant-leader for the Scrum Team.
• 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.
Scrum Guide Page 7
33

Page-8
The Scrum Master

The Scrum Master: Scrum Master Service to the Product Owner
Scrum Master Service to the Product Owner
• The Scrum Master serves the Product Owner in several ways,
including:
• Ensuring that goals, scope, and product domain are understood by everyone
on the Scrum Team as well as possible;
• 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.
Scrum Guide Page 8

The Scrum Master: Scrum Master Service to the Development Team
Scrum Master Service to the Development Team
• The Scrum Master serves the Development Team in several ways,
including:
• 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.
Scrum Guide Page 8

The Scrum Master: Scrum Master Service to the Organization
Scrum Master Service to the Organization
The Scrum Master serves the organization in several ways,
including:
• 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.
Scrum Guide Page 8

Page-9
Scrum Events

Scrum Events
Scrum Events
• Prescribed events are used in Scrum to create regularity and to minimize the
need for meetings not defined in Scrum.
• All events are time-boxed events, such that every event has a maximum
duration.
• Once a Sprint begins, its duration is fixed and cannot be shortened or
lengthened.
• The remaining events may end whenever the purpose of the event is achieved,
ensuring an appropriate amount of time is spent without allowing waste in the
process.
• 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.
Scrum Guide Page 9
Scrum Events=
1. The Sprint
2. Sprint Planning
3. Daily Scrum
4. Sprint Review
5. Sprint
Retrospective

Scrum Events : The Sprint
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 contain and consist of the
• Sprint Planning,
• Daily Scrums,
• the development work,
• the Sprint Review, and the
• Sprint Retrospective.
Scrum Guide Page 9

Scrum Events : The Sprint (cont..)
• During the Sprint:
• 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.
Scrum Guide Page 9

Scrum Events : The Sprint (cont..)
• Each Sprint may be considered a project with no more than a one-month
horizon.
• Like projects, Sprints are used to accomplish something.
• 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.
• Sprints are limited to one calendar month.
• When a Sprint’s horizon is too long the definition of what is being built may
change, complexity may rise, and risk may increase.
• Sprints enable predictability by ensuring inspection and adaptation of
progress toward a Sprint Goal at least every calendar month.
• Sprints also limit risk to one calendar month of cost.
Scrum Guide Page 9

Page-10
Scrum Events

Scrum Events : The Sprint : Cancelling a Sprint
Cancelling a Sprint
• A Sprint can be cancelled before the Sprint time-box is over.
• Only the Product Owner has the authority to cancel the Sprint,
although he or she may do so under influence from the stakeholders,
the Development Team, or the Scrum Master.
• A Sprint would be cancelled if the Sprint Goal becomes obsolete.
• This might occur if the company changes direction or if market or
technology conditions change.
• In general, a Sprint should be cancelled if it no longer makes sense
given the circumstances. But, due to the short duration of Sprints,
cancellation rarely makes sense.
Scrum Guide Page 10

Scrum Events : The Sprint : Cancelling a Sprint (cont..)
Cancelling a Sprint (contd..)
• 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.
• Sprint cancellations consume resources, since everyone regroups in
another Sprint Planning to start another Sprint.
Scrum Guide Page 10

Scrum Events : Sprint Planning
• The work to be performed in the Sprint is planned at the Sprint
Planning.
• This plan is created by the collaborative work of the entire Scrum
Team.
• Sprint Planning is time-boxed to a maximum of eight hours for a one-
month Sprint. For shorter Sprints, the event is usually shorter.
• The Scrum Master ensures that the event takes place and that
attendants understand its purpose.
• The Scrum Master teaches the Scrum Team to keep it within the
time-box.
• Sprint Planning answers the following:
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?
Scrum Guide Page 10
Sprint
Planning
Time box:
8 hrs for 1
month
sprint

Scrum Events: Sprint Planning part1: What can be done this Sprint?
Topic One: What can be done this Sprint?
• The Development Team works to forecast the functionality that will be
developed during the Sprint.
• 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.
• The entire Scrum Team collaborates on understanding the work of the
Sprint.
• The input to this meeting is
• the Product Backlog,
• the latest product Increment,
• projected capacity of the Development Team during the Sprint,
• and past performance of the Development Team.
Scrum Guide Page 10

Scrum Events: Sprint Planning part1: What can be done this Sprint?
Topic One: What can be done this Sprint? (contd..)
• The number of items selected from the Product Backlog for the Sprint is
solely up to the Development Team.
• Only the Development Team can assess what it can accomplish over the
upcoming Sprint.
• During Sprint Planning the Scrum Team also crafts a Sprint Goal.
• The Sprint Goal is 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.
Scrum Guide Page 10/11

Page-11
Scrum Events

Scrum Events: Sprint Planning part2: How will the chosen work get done?
Topic Two: How will the chosen work get done?
• Having set the Sprint Goal and selected the Product Backlog items for the
Sprint, the Development Team decides how it will build this functionality into a
“Done” product Increment during the Sprint.
• The Product Backlog items selected for this Sprint plus the plan for delivering
them is called the Sprint Backlog.
• The Development Team usually starts by designing the system and the work
needed to convert the Product Backlog into a working product Increment.
• Work may be of varying size, or estimated effort. However, enough work is
planned during Sprint Planning 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 by the end of this meeting, often to units of one day or less.
• The Development Team self-organizes to undertake the work in the Sprint
Backlog, both during Sprint Planning and as needed throughout the Sprint.
Scrum Guide Page 11

Scrum Events: Sprint Planning part2: How will the chosen work get done? (contd..)
Topic Two: How will the chosen work get done? (contd..)
• The Product Owner can help to clarify the selected Product Backlog
items and make trade-offs.
• If the Development Team determines it has too much or too little work,
it may renegotiate the selected Product Backlog items with the Product
Owner.
• The Development Team may also invite other people to attend to provide
technical or domain advice.
• By the end of the Sprint Planning, 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.
Scrum Guide Page 11

Sprint Goal
Sprint Goal
• The Sprint Goal is an objective set for the Sprint that can be met through the
implementation of Product Backlog.
• It provides guidance to the Development Team on why it is building the Increment.
• It is created during the Sprint Planning meeting.
• The Sprint Goal gives the Development Team some flexibility regarding the
functionality implemented within the Sprint.
• The selected Product Backlog items deliver one coherent function, which can be the
Sprint Goal. The Sprint Goal can be any other coherence that causes the
Development Team to work together rather than on separate initiatives.
• As the Development Team works, it keeps the Sprint Goal in mind.
• In order to satisfy the Sprint Goal, it implements functionality and technology.
• If the work turns out to be different than the Development Team expected, they
collaborate with the Product Owner to negotiate the scope of Sprint Backlog within
the Sprint.
Scrum Guide Page 11

Page-12
Scrum Events

Scrum Events: Daily Scrum
Daily Scrum
• The Daily Scrum is a 15-minute time-boxed event for the Development Team.
• The Daily Scrum is held every day of the Sprint.
• At it, the Development Team plans work for the next 24 hours.
• This optimizes team collaboration and performance by inspecting the work since the
last Daily Scrum and forecasting upcoming Sprint work.
• The Daily Scrum is held at the same time and place each day to reduce 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.
• Every day, the Development Team should understand how it intends to work together
as a self-organizing team to accomplish the Sprint Goal and create the anticipated
Increment by the end of the Sprint.
Scrum Guide Page 12

Daily Scrum (contd..)
Daily Scrum
• The structure of the meeting is set by the Development Team and can be
conducted in different ways if it focuses on progress toward the Sprint Goal.
• Some Development Teams will use questions, some will be more discussion
based.
• Here is an example of what might be used:
• 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 or team members often meet immediately after the
Daily Scrum for detailed discussions, or to adapt, or replan, the rest of the
Sprint’s work.
Scrum Guide Page 12

Scrum Events: Daily Scrum (contd..)
Daily Scrum
• 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 Daily Scrum is an internal meeting for the Development Team.
• If others are present, the Scrum Master ensures that they do not disrupt the
meeting.
• Daily Scrums 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.
• This is a key inspect and adapt meeting.
Scrum Guide Page 12

Page-13
Scrum Events

Scrum Events: Sprint Review
Sprint Review
• A Sprint Review is held at the end of the Sprint to inspect the Increment and
adapt the Product Backlog if needed.
• During the Sprint Review, 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 could be done to optimize value.
• This is an informal meeting, not a status meeting, and the presentation of the
Increment is intended to elicit feedback and foster collaboration.
• This is at most a four-hour meeting for one-month Sprints. For shorter Sprints,
the event is usually shorter.
• The Scrum Master ensures that the event takes place and that attendees
understand its purpose.
• The Scrum Master teaches everyone involved to keep it within the time-box.
Scrum Guide Page 13

Scrum Events: Sprint Review (contd..)
Sprint Review(contd..)
• The Sprint Review includes the following elements:
1. Attendees include the Scrum Team and key stakeholders invited by the Product
Owner;
2. The Product Owner explains what Product Backlog items have been “Done” and
what has not been “Done”;
3. The Development Team discusses what went well during the Sprint, what
problems it ran into, and how those problems were solved;
4. The Development Team demonstrates the work that it has “Done” and answers
questions about the Increment;
5. 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);
Scrum Guide Page 13
Contd.. in next slide

Scrum Events: Sprint Review (contd..)
Sprint Review(contd..)
• The Sprint Review includes the following elements(contd..):
6. The entire group collaborates on what to do next, so that the Sprint Review
provides valuable input to subsequent Sprint Planning;
7. Review of how the marketplace or potential use of the product might have
changed what is the most valuable thing to do next; and,
8. Review of the timeline, budget, potential capabilities, and marketplace for the
next anticipated releases of functionality or capability of the product.
• The result of the Sprint Review 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.
Scrum Guide Page 13

Page-14
Scrum Events

Scrum Events: Sprint retrospective
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.
• The Sprint Retrospective occurs after the Sprint Review and prior to the next
Sprint Planning.
• This is at most a three-hour meeting for one-month Sprints. For shorter
Sprints, the event is usually shorter.
• The Scrum Master ensures that the event takes place and that attendants
understand its purpose.
• The Scrum Master ensures that the meeting is positive and productive.
• The Scrum Master teaches all to keep it within the time-box.
• The Scrum Master participates as a peer team member in the meeting from
the accountability over the Scrum process.
Scrum Guide Page 14

Scrum Events: Sprint retrospective (contd..)
Sprint Retrospective (contd..)
• The purpose of the 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 its work.
• The Scrum Master encourages the Scrum Team to improve, within the Scrum
process framework, its development process and practices to make it more
effective and enjoyable for the next Sprint.
• During each 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.
Scrum Guide Page 14

Scrum Events: Sprint retrospective (contd..)
Sprint Retrospective (contd..)
• By the end of the Sprint Retrospective, the Scrum Team should have
identified improvements that it will implement in the next Sprint.
• Implementing these improvements in the next Sprint is the adaptation
to the inspection of the Scrum Team itself.
• Although improvements may be implemented at any time, the Sprint
Retrospective provides a formal opportunity to focus on inspection and
adaptation.
Scrum Guide Page 14

Scrum Artifacts
Scrum Artifacts
• Scrum’s artifacts represent work or value to
provide transparency and opportunities for
inspection and adaptation.
• Artifacts defined by Scrum are specifically
designed to maximize transparency of key
information so that everybody has the same
understanding of the artifact.
Scrum Guide Page 14
Scrum Artifacts:
1. Product Backlog
2. Sprint Backlog
3. Increment

Page-15
Scrum Artifacts

Scrum Artifacts : Product Backlog
Product Backlog
• The Product Backlog is an ordered list of everything that is known to be
needed in the product.
• It is the single source of requirements for any changes to be made to the
product.
• The Product Owner is responsible for the Product Backlog, including its
content, availability, and ordering.
• A Product Backlog is never complete.
• The earliest development of it lays out the initially known and best-understood
requirements.
• The Product Backlog evolves as the product and the environment in which it
will be used evolves.
• 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.
Scrum Guide Page 15

Scrum Artifacts : Product Backlog (contd..)
Product Backlog (contd..)
• 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, estimate,
and value.
• Product Backlog items often include test descriptions that will prove its
completeness when “Done.”
• As a product is used and gains value, and the marketplace provides feedback,
the Product Backlog becomes a larger and more exhaustive list.
• Requirements never stop changing, so a Product Backlog is a living artifact.
• Changes in business requirements, market conditions, or technology may
cause changes in the Product Backlog.
• Multiple Scrum Teams often work together on the same product. One Product
Backlog is used to describe the upcoming work on the product. A Product
Backlog attribute that groups items may then be employed.
Scrum Guide Page 15

[Product Backlog refinement]
• Product Backlog refinement is the act of adding detail, estimates, and
order to items in the Product Backlog.
• This is an ongoing process in which the Product Owner and the
Development Team collaborate on the details of Product Backlog items.
• During Product Backlog refinement, items are reviewed and revised.
• The Scrum Team decides how and when refinement is done.
• Refinement usually consumes no more than 10% of the capacity of the
Development Team.
• However, Product Backlog items can be updated at any time by the
Product Owner or at the Product Owner’s discretion.
Scrum Guide Page 15

• Higher ordered Product Backlog items are usually 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, the less detail.
• 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.
• Product Backlog items usually acquire this degree of transparency through the
above described refining activities.
• 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.
Scrum Guide Page 15

Page-16
Scrum Artifacts

Monitoring Progress Toward Goals
Monitoring Progress Toward Goals
• At any point in time, the total work remaining to reach a goal can be summed.
• The Product Owner tracks this total work remaining at least every Sprint Review.
• 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.
• This information is made transparent to all stakeholders.
• Various projective practices upon trending have been used to forecast progress, like
• burn-downs,
• burn-ups, or
• cumulative flows.
• These have proven useful. However, these do not replace the importance of
empiricism.
• In complex environments, what will happen is unknown. Only what has already
happened may be used for forward-looking decision-making.
Scrum Guide Page 16

Scrum Artifacts : Sprint Backlog
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 Development Team about what
functionality will be in the next Increment and the work needed to
deliver that functionality into a “Done” Increment.
• The Sprint Backlog makes visible all the work that the Development Team
identifies as necessary to meet the Sprint Goal.
• To ensure continuous improvement, it includes at least one high priority
process improvement identified in the previous Retrospective meeting.
Scrum Guide Page 16

Scrum Artifacts : Sprint Backlog (contd..)
Sprint Backlog (contd..)
• 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.
• This emergence occurs as the Development Team works through the plan and
learns more about the work needed to achieve the Sprint Goal.
• As new work is required, the Development Team adds it to the Sprint Backlog.
• As work is performed or completed, the estimated remaining work is updated.
• When elements of the plan are deemed unnecessary, they are removed.
• Only the Development Team can change its Sprint Backlog during a Sprint.
• The Sprint Backlog is a highly visible, real-time picture of the work that the
Development Team plans to accomplish during the Sprint, and it belongs solely
to the Development Team.
Scrum Guide Page 16

Page-17
Scrum Artifacts

Monitoring Sprint Progress
Monitoring Sprint Progress
• At any point in time in a Sprint, the total work remaining in the Sprint
Backlog can be summed.
• The Development Team tracks this total work remaining at least for every
Daily Scrum to project the likelihood of achieving the Sprint Goal.
• By tracking the remaining work throughout the Sprint, the Development
Team can manage its progress.
Scrum Guide Page 17

Scrum Artifacts : Increment
Increment
• 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.”
• An increment is a body of inspectable, done work that supports
empiricism at the end of the Sprint.
• The increment is a step toward a vision or goal.
• The increment must be in useable condition regardless of whether the
Product Owner decides to release it.
Scrum Guide Page 17

Scrum Artifacts : Artifact Transparency
Artifact Transparency
• Scrum relies on transparency.
• Decisions to optimize value and control risk are made based on the
perceived state of the artifacts.
• To the extent that transparency is complete, these decisions have a
sound basis.
• To the extent that the artifacts are incompletely transparent, these
decisions can be flawed, value may diminish and risk may increase.
• The Scrum Master must work with the Product Owner, Development
Team, and other involved parties to understand if the artifacts are
completely transparent.
Scrum Guide Page 17

Scrum Artifacts : Artifact Transparency
Artifact Transparency(contd..)
• There are practices for coping with incomplete transparency; the Scrum
Master must help everyone apply the most appropriate practices in the
absence of complete transparency.
• 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’s job is to work with the Scrum Team and the
organization to increase the transparency of the artifacts.
• This work usually involves learning, convincing, and change.
Transparency doesn’t occur overnight, but is a path.
Scrum Guide Page 17

Page-18
Definition of Done

Definition of “Done”
Definition of “Done”
• When a Product Backlog item or an Increment is described as “Done”,
everyone must understand what “Done” means.
• Although this may vary 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 complete on the product Increment.
• The same definition guides the Development Team in knowing how many
Product Backlog items it can select during a Sprint Planning.
• The purpose of each Sprint is to deliver Increments of potentially
releasable functionality that adhere to the Scrum Team’s current
definition of “Done.”
Scrum Guide Page 18

Definition of “Done” (cont..)
Definition of “Done” (contd..)
• Development Teams deliver an Increment of product functionality every
Sprint.
• This Increment is useable, so a Product Owner may choose to
immediately release it.
• If the definition of "Done" for an increment is part of the conventions,
standards or guidelines of the development organization, all Scrum
Teams must follow it as a minimum.
• If "Done" for an increment is not a convention of the development
organization, the Development Team of the Scrum Team must define a
definition of “Done” appropriate for the product.
• 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.”
Scrum Guide Page 18

Definition of “Done” (cont..)
Definition of “Done” (contd..)
• Each Increment is additive to all prior Increments and thoroughly tested,
ensuring that all Increments work together.
• As Scrum Teams mature, it is expected that their definitions of “Done”
will expand to include more stringent criteria for higher quality.
• New definitions, as used, may uncover work to be done in previously
“Done” increments.
• Any one product or system should have a definition of “Done” that is a
standard for any work done on it.
Scrum Guide Page 18

Page-19
End Note/Acknowledgements

End Note
End Note
• Scrum is free and offered in this Guide.
• Scrum’s roles, events, artifacts, and rules are immutable and although
implementing only parts of Scrum is possible, the result is not Scrum.
• Scrum exists only in its entirety and functions well as a container for
other techniques, methodologies, and practices.
Scrum Guide Page 19

Acknowledgements
People
• Of the thousands of people who have contributed to Scrum, we should
single out those who were instrumental at the start:
• Jeff Sutherland worked with Jeff McKenna and John Scumniotales, and
• Ken Schwaber worked with Mike Smith and Chris Martin, and all of them
worked together.
• Many others contributed in the ensuing years and without their help
Scrum would not be refined as it is today.
Scrum Guide Page 19

Acknowledgements (contd..)
History
• Ken Schwaber and Jeff Sutherland worked on Scrum until 1995, when
they co-presented Scrum at the OOPSLA Conference in 1995.
• This presentation essentially documented the learning that Ken and Jeff
gained over the previous few years, and made public the first formal
definition of Scrum.
• The history of Scrum is described elsewhere. To honor the first places
where it was tried and refined, we recognize Individual, Inc., Newspage,
Fidelity Investments, and IDX (now GE Medical).
• The Scrum Guide documents Scrum as developed, evolved, and
sustained for 20-plus years by Jeff Sutherland and Ken Schwaber.
• Other sources provide you with patterns, processes, and insights that
complement the Scrum framework. These may increase productivity,
value, creativity, and satisfaction with the results.
Scrum Guide Page 19

Additional Notes Outside Scrum Guide
References

Additional notes outside SG: 3 pillars
Source : https://www.scrum.org/resources/blog/three-pillars-empiricism-scrum
• Transparency: This means presenting the facts as is. All people involved—the customer, the CEO, individual
contributors—are transparent in their day-to-day dealings with others. They all trust each other, and they
have the courage to keep each other abreast of good news as well as bad news. Everyone strives and
collectively collaborates for the common organizational objective, and no one has any hidden agenda.
•
Inspection: Inspection in this context is not an inspection by an inspector or an auditor but an inspection by
everyone on the Scrum Team. The inspection can be done for the product, processes, people aspects,
practices, and continuous improvements. For example, the team openly and transparently shows the
product at the end of each Sprint to the customer in order to gather valuable feedback. If the customer
changes the requirements during inspection, the team does not complain but rather adapts by using this as
an opportunity to collaborate with the customer to clarify the requirements and test out the new
hypothesis.
•
Adaptation: Adaptation in this context is about continuous improvement, the ability to adapt based on the
results of the inspection. Everyone in the organization must ask this question regularly: Are we better off
than yesterday? For profit-based organizations, the value is represented in terms of profit. The adaptation
should eventually relay back to one of the reasons for adapting Agile—for example, faster time to market,
increased return on investment through value- based delivery, reduced total cost of ownership through
enhanced software quality, and improved customer and employee satisfaction

Scrum Events Quick Reference
Scrum Event Who Attends Time-box
Sprint Planning Scrum Team
(SM+PO+DT)
8 hours for one month Sprint.
For shorter Sprints, the event is usually shorter.
Daily Scrum Development Team (DT) 15-minutes
Sprint Review
Scrum
Team(SM+PO+DT)
+Stakeholders
Sprint Retrospective Scrum Team
(SM+PO+DT)

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