Scrum fundamentals 2020
How long is the Daily scrum meeting
15 minutes
Number of members in a scrum team
3-9 members
Burn-up Chart
A chart which shows the amount of work which has been completed
Burn-down Chart
A chart which shows the amount of work which is thought to remain in a backlog
What is scrum
A framework to support teams in complex product development
Stakeholder
A person external to the Scrum Team with a specific interest in and knowledge of a product
Scrum Board
A physical board to visualize information for and by the Scrum Team, often used to manage Sprint Backlog
The end result of a sprint
A product of professional quality that fits business needs
Ready
A shared understanding by the Product Owner and the Development Team regarding the preferred level of description of Product Backlog items introduced at Sprint Planning
Definition of "Done"
A shared understanding of expectations that the Increment must live up to in order to be releasable into production. Managed by the Development Team.
When does the Sprint retrospective take place
After the Sprint Review and prior to the next Sprint Planning
User Story
Agile software development practice to express requirements from an end user perspective, emphasizing verbal communication
Product Backlog
An ordered list of everything that is known to be needed in the product
How long is a Sprint retrospective meeting
At most a three-hour meeting for one-month Sprint
Product Backlog management includes
Clearly expressing Product Backlog items Ordering the items Optimizing the value of the work Ensuring it is visible, transparent, and clear to all Ensuring the Development Team understands items in the Product Backlog
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
Scrum Values
Courage Focus Commitment Respect Openness
When is the sprint goal set
During the Sprint Planning
What are the advantages of having consistent sprint length
Helps to establish a consistent pattern of delivery Helps to objectively measure progress Helps to provide a consistent means of measuring team velocity
Adaptation
If one or more aspects of a process deviate outside acceptable limits, and that the resulting product will be unacceptable, the process must be adjusted
Reason for cancelling a Sprint
If the Sprint Goal becomes obsolete. Only the Product Owner has the authority to cancel the Sprint.
Daily Scrum
Improve communications Identify impediments Highlight and promote quick decision-making Improve the Development Team's level of knowledge
Velocity
Indication of the amount of Product Backlog turned into an Increment of product during a Sprint by a Scrum Team, tracked by the Development Team for use within the Scrum Team
The purpose of the Sprint Retrospective
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 its work
How is the Product backlog stacked
Items towards the top of the Product Backlog are smaller in size compared to the ones lingering on the bottom
Empiricism
Knowledge comes from experience and making decisions based on what is known
How long is the Sprint planning meeting
Maximum of eight hours for one month's sprint
Sprint Review
Meeting held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed
Sprint Planning
Meeting to decide the work to be performed in the Sprint
Emergence
New facts or new knowledge of a fact, or knowledge of a fact becoming visible unexpectedly
Sprint Retrospective
Opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint
Scrum Team consist of
Product Owner Development Team Scrum Master
The Sprint Goal
Provides guidance to the Development Team on why it is building the Increment
Scrum's artifacts
Represent work or value to provide transparency and opportunities for inspection and adaptation
Product owner
Responsible for maximizing the value of the product resulting from work of the Development Team Responsible for managing the Product Backlog
The Scrum Master
Role within a Scrum Team accountable for guiding, coaching, teaching and assisting a Scrum Team and its environments in a proper understanding and use of Scrum
Scrum consists of
Scrum Teams and their associated roles, events, artifacts, and rules
Inspection
Scrum users must frequently inspect Scrum artifacts and progress toward a Sprint Goal to detect undesirable variances
Development Teams have the following characteristics
Self-organizing Cross-functional No titles for Team members No sub-teams Accountability belongs to the Development Team as a whole
Transparency
Significant aspects of the process must be visible to those responsible for the outcome
Four formal events for inspection and adaptation
Sprint Planning Daily Scrum Sprint Review Sprint Retrospective
Increment
Sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints. Typically the result of a Sprint.
Sprint Backlog
The Product Backlog items selected for this Sprint plus the plan for delivering them
Who should define the business value of a feature
The Product owner
Product Backlog refinement
The activity in a Sprint through which the Product Owner and the Development Teams add granularity to the Product Backlog
Self-organization
The management principle that teams autonomously organize their work. Teams choose how best to accomplish their work, rather than being directed by others outside the team.
Where should you put retrospective commitments
The next spring backlog
Coherent/Coherence
The quality of the relationship between certain Product Backlog items which may make them worthy of consideration as a whole
Forecast (of functionality)
The selection of items from the Product Backlog a Development Team deems feasible for implementation in a Sprint
Who ultimately decides when the sprint is full
The team
What is the effect of having a story board on the wall
The team can see progress all the time
Which approach is used to determine the length of the sprint
The team decides on the length of the sprint, taking into consideration the size and complexity of the project
When should the team get acceptance on deliverables
The team should get it from stakeholders at least at the end of every sprint
Technical Debt
The typically unpredictable overhead of maintaining the product, often caused by less than ideal design decisions, contributing to the total cost of ownership
Sprint
Time-box of one month or less during which a "Done", useable, and potentially releasable product Increment is created
Three pillars of scrum
Transparency Inspection Adaption
Two questions during sprint planning
What can be done this Sprint? How will the chosen work get done?
