PSM I

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. The moment a Product Backlog item meets the Definition of Done, an Increment is born. The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed as part of the Increment. If a Product Backlog item does not meet the Definition of Done, it cannot be released or even presented at the Sprint Review. Instead, it returns to the Product Backlog for future consideration. If the Definition of Done for an increment is part of the standards of the organization, all Scrum Teams must follow it as a minimum. If it is not an organizational standard, the Scrum Team must create a Definition of Done appropriate for the product.

Increment

An Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, the Increment must be usable. 12 Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value. Work cannot be considered part of an Increment unless it meets the Definition of Done.

Which two things should the Scrum Team do during the first Sprint?

Develop and deliver at least one piece of functionality. Deliver an Increment of useful and valuable product.

Which statement best describes a Product Owner's responsibility?

Optimizing the value of work the scrum team does

Sprint Planning

Sprint Planning initiates the Sprint by laying out the work to be performed for the Sprint. This resulting plan is created by the collaborative work of the entire Scrum Team. The Product Owner ensures that attendees are prepared to discuss the most important Product Backlog items and how they map to the Product Goal. The Scrum Team may also invite other people to attend Sprint Planning to provide advice. 8 hours or less

Product Goal

The Product Goal describes a future state of the product which can serve as a target for the Scrum Team to plan against. The Product Goal is in the Product Backlog. The rest of the Product Backlog emerges to define "what" will fulfill the Product Goal. The Product Goal is the long-term objective for the Scrum Team. They must fulfill (or abandon) one objective before taking on the next.

Empiricism

asserts that knowledge comes from experience and making decisions based on what is observed

Scrum Theory

founded on empiricism and lean thinking employs an iterative, incremental approach to optimize predictability to control risk engages groups of people who collectively have all the skills and expertise to do the work and share or acquire such skills needed combines four formal elements for inspection and adaptation within a containing event, the Sprint. these events work because they implement the empirical Scrum pillars of transparency, inspection, and adaptation

Scrum Master serves Product owner by

helping find effective techniques for product goal definition and product backlog management helping scrum team understand the need for clear and concise product backlog items helping establish empirical product planning for a complex environment facilitating stakeholder collaboration as requested or needed

Scrum Master serves organization by...

leading, training, and coaching the organization in its scrum adoption planning and advising scrum implementations within the organization helping employees or stakeholders understand and enact an empirical approach for complex work remove barriers between stakeholders and teams

The Sprint is a container for the following timeboxed events:

print Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Sprints are fixed length events of one month or less to create consistency, and a new Sprint starts immediately after the conclusion of the previous Sprint.The Sprint Retrospective concludes the Sprint, and is timeboxed to a maximum of three hours for a one-month Sprint. For shorter Sprints, the event is usually shorterThough not typical, a Sprint can end if the Sprint Goal becomes obsolete. Only the Product Owner has the authority to end the Sprint prematurely.

Lean Thinking

reduces waste and focuses on the essentials

Scrum Team

small team, usually no more than 10 people scrum master, product owner, and developers cross-functional, all members have the skills necessary to create value each sprint self managing smaller teams tend to communicate better and are more productive if they are large, teams should consider breaking into multiple scrum teams, each focused on the same product, share the product backlog, product goal, and product owner responsible for all project related activities: collaboration, verification, maintenance, operation, experimentation, research and development, anything else that may be required working in sprints at a sustainable pace improve the teams focus and consistency entire team responsible for creating value

The Sprint

Scrum Event where ideas are turned into value one month or less to create consistency new sprint starts immediately after the end of one sprint All the work necessary to achieve the Product Goal, including Sprint Planning, Daily Scrums, Sprint Review, and Sprint Retrospective, happen within Sprints. During the Sprint: ● No changes are made that would endanger the Sprint Goal; ● Quality does not decrease; ● The Product Backlog is refined as needed; and, ● Scope may be clarified and renegotiated with the Product Owner as more is learned. Sprints enable predictability by ensuring inspection and adaptation of progress toward a Product Goal at least every calendar month. When a Sprint's horizon is too long the Sprint Goal may become invalid, complexity may rise, and risk may increase. Shorter Sprints can be employed to generate more learning 8 cycles and limit risk of cost and effort to a smaller time frame. Each Sprint may be considered a short project. Various practices exist to forecast progress, like burn-downs, burn-ups, or cumulative flows. While proven useful, 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. A Sprint could be cancelled if the Sprint Goal becomes obsolete. Only the Product Owner has the authority to cancel the Sprint

Scrum Artifacts

Scrum's artifacts represent work or value. They are designed to maximize transparency of key information. Thus, everyone inspecting them has the same basis for adaptation. Each artifact contains a commitment to ensure it provides information that enhances transparency and focus against which progress can be measured: ● For the Product Backlog it is the Product Goal. ● For the Sprint Backlog it is the Sprint Goal. ● For the Increment it is the Definition of Done. These commitments exist to reinforce empiricism and the Scrum values for the Scrum Team and their stakeholders

Sprint Backlog

The highest-priority items from the product backlog to be completed in a sprint The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how). The Sprint Backlog is a plan by and for the Developers. It is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal.

Daily Scrum

The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work. The Daily Scrum is a 15-minute event for the Developers of the Scrum Team. To reduce complexity, it is held at the same time and place every working day of the Sprint. If the Product Owner or Scrum Master are actively working on items in the Sprint Backlog, they participate as Developers. The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work. This creates focus and improves self-management. Daily Scrums improve communications, identify impediments, promote quick decision-making, and consequently eliminate the need for other meetings. The Daily Scrum is not the only time Developers are allowed to adjust their plan. They often meet throughout the day for more detailed discussions about adapting or re-planning the rest of the Sprint's work.

Sprint Planning addresses the following topics:

Topic One: Why is this Sprint valuable? The Product Owner proposes how the product could increase its value and utility in the current Sprint. The whole Scrum Team then collaborates to define a Sprint Goal that communicates why the Sprint is valuable to stakeholders. The Sprint Goal must be finalized prior to the end of Sprint Planning. Topic Two: What can be Done this Sprint? Through discussion with the Product Owner, the Developers select items from the Product Backlog to include in the current Sprint. The Scrum Team may refine these items during this process, which increases understanding and confidence. Selecting how much can be completed within a Sprint may be challenging. However, the more the Developers know about their past performance, their upcoming capacity, and their Definition of Done, the more confident they will be in their Sprint forecasts. Topic Three: How will the chosen work get done? For each selected Product Backlog item, the Developers plan the work necessary to create an Increment that meets the Definition of Done. This is often done by decomposing Product Backlog items into smaller work items of one day or less. How this is done is at the sole discretion of the Developers. No one else tells them how to turn Product Backlog items into Increments of value. 9 The Sprint Goal, the Product Backlog items selected for the Sprint, plus the plan for delivering them are together referred to as the Sprint Backlog. Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.

Scrum Definition

a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems Scrum Master will foster an environment where: the product owner orders the work for a complex problem into a product backlog. the scrum team turns a collection of work into an increment of value during a sprint the scrum team and its stakeholders inspect the results and adjust for the next sprint repeat

Product Backlog

a prioritized list of user requirements used to choose work to be done in a Scrum project Product Backlog items that can be Done by the Scrum Team within one Sprint are deemed ready for selection in a Sprint Planning event. They usually acquire this degree of transparency after refining activities. Product Backlog refinement is the act of breaking down and further defining Product Backlog items into smaller more precise items. This is an ongoing activity to add details, such as a description, order, and size. Attributes often vary with the domain of work. 11 The Developers who will be doing the work are responsible for the sizing. The Product Owner may influence the Developers by helping them understand and select trade-offs.

Scrum Master

accountable for establishing scrum as defined by the scrum guide help everyone understand scrum in theory and in practice within the scrum team and organization accountable for teams effectiveness , help improve practices coach team members in self management and cross-functionality help team focus on creating high value increments that meet the definition of done removal of impediments to the scrum teams progress ensure all scrum events take place and are positive, productive, and kept within a time-box

Product Owner

accountable for maximizing value of the product resulting from the work of the scrum team varies widely across organizations accountable for effective backlog management: developing and explicitly communicating the product goal creating and clearly communicating product backlog items ordering backlog items ensuring the product backlog is transparent, visible and understood can do the above or delegate it to others but regardless they are responsible for them to succeed team must respect their decisions represents needs of stakeholders

Adaptation

any aspects of a process deviate outside acceptable limits or if the resulting product is unacceptable, the process being applied or the materials being produced must be adjusted. the adjustment must be made as soon as possible to minimize further deviation adaptation becomes more difficult when the people involved are not empowered or self-managing a scrum team is expected to adapt the moment it learns something new through inspection

Inspection

artifacts and progress must be inspected frequently and diligently to detect potentially undesirable variances or problems scrum provides cadence in 5 events inspection enables adaptation. Inspection without adaptation is considered pointless. scrum events are designed to provoke change

Scrum Values

commitment, focus, openness, respect, and courage commits to achieving goals and supporting each other primary focus on the work of the sprint to make the best progress towards these goals scrum team and stakeholders are both open and transparent about work being done and the challenges members respect each other to be capable, independent people, and are respected as such by the people they work with scrum team members have the courage to do the right thing end goal is to build trust

Developers

committed to creating any aspect of usable increment each sprint always accountable for: creating a plan for the sprint backlog instilling quality by adhering to the definition of done adapting their plan each day toward the sprint goal holding each other accountable as professionals

Transparency

emergent process and work must be visible to those performing the work as well as those receiving the work. important decisions are based on the perceived state of its three formal artifacts. artifacts that have low transparency can lead to decisions that diminish value and increase risk. transparency enables inspection. inspection without transparency is misleading and wasteful.

Scrum Events

formal opportunity to inspect and adapt scrum artifacts specifically designed to enable transparency Failure to operate any events as prescribed results in lost opportunities to inspect and adapt. Events are used in Scrum to create regularity and to minimize the need for meetings not defined in Scrum. Optimally, all events are held at the same time and place to reduce complexity.

Sprint Retrospective

time-boxed event of 3 hours, or less, to end a Sprint. It serves for the Scrum Team to inspect the past Sprint and plan for improvements to be enacted during the next Sprint. The Scrum Team identifies the most helpful changes to improve its effectiveness. The most impactful improvements are addressed as soon as possible. They may even be added to the Sprint Backlog for the next Sprint.

Sprint Review

time-boxed event of 4 hours, or less, to conclude the development work of a Sprint. It serves for the Scrum Team and the stakeholders to inspect the Increment of product resulting from the Sprint, assess the impact of the work performed on overall progress and update the Product backlog in order to maximize the value of the next period.