PSM1 (Scrum Guide)

What is contained in a Product Backlog?

- The Product Goal is in the Product Backlog. - The rest of the Product Backlog emerges to define "what" will fulfill the Product Goal.

What are the Scrum Events?

0. The Sprint 1. Sprint Planning 2. Daily Scrum 3. Sprint Review 4. Sprint Retrospective Four formal events for inspection and adaptation within a containing event, the sprint.

Who is on a Scrum Team?

1) The Scrum Master 2) The Product Owner 3) The Developers

Sprint retrospective is timeboxed to a maximum of how many hours for a one-month Sprint?

3 hours. For shorter Sprints, the event is usually shorter. The Sprint Retrospective concludes the Sprint.

Sprint review is timeboxed to a maximum of how many hours for a one-month Sprint?

4 hours. For shorter Sprints, the event is usually shorter.

Sprint Planning is timeboxed to a maximum of how many hours for a one-month Sprint?

8 hours. For shorter Sprints, the event is usually shorter.

What is an 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. (Multiple Increments may be created within a Sprint.) (Work cannot be considered part of an Increment unless it meets the Definition of Done.)

What are the Scrum values?

Commitment, Focus, Openness, Respect, and Courage Commitment (to achieving its goals and to supporting each other), focus (on the work of the Sprint and goals of the Scrum team), openness (about the work and the challenges), respect (each other to be capable, independent people), courage (to do the right thing and work on tough problems) When these values are embodied by the Scrum Team and the people they work with, the empirical Scrum pillars of transparency, inspection, and adaptation come to life building trust.

How does daily scrum create focus and improve self-management?

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.

More about daily Scrum

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.

Who on the Scrum team is committed to creating any aspect of a usable Increment each Sprint.

Developers

Sprint Planning. who is accountable for creating the Sprint plan? Who is responsible for creating Sprint Backlog?

Developers, Developers The specific skills needed by the Developers are often broad and will vary with the domain of work. However, the Developers are always accountable for: ● Creating a plan for the Sprint, the Sprint Backlog; ● Instilling quality by adhering to a Definition of Done; ● Adapting their plan each day toward the Sprint Goal; and, ● Holding each other accountable as professionals.

What is Scrum Theory Founded on?

Empiricism, Lean thinking

What is "Definition of Done"?

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. (The moment a Product Backlog item meets the Definition of Done, an Increment is born.) (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.) (The Developers are required to conform to the Definition of Done. If there are multiple Scrum Teams working together on a product, they must mutually define and comply with the same Definition of Done.)

Increment

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. 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. Commitment: Definition of Done The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. 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. The Developers are required to conform to the Definition of Done. If there are multiple Scrum Teams working together on a product, they must mutually define and comply with the same Definition of Done.

What are the three Scrum Empirical pillars?

Inspection, adaptation, transparency Scrum Artifacts with low transparency can lead to decisions that diminish value and increase risk. Scrum Events work because they implement the empirical Scrum pillars of transparency, inspection, and adaptation.

Who tells Developers how to turn Product Backlog items into Increments of value.

No one else tells them how to turn Product Backlog items into Increments of value.

Product Backlog

Product Backlog The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team. 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. 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. Commitment: 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. A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined users or customers. A product could be a service, a physical product, or something more abstract. The Product Goal is the long-term objective for the Scrum Team. They must fulfill (or abandon) one objective before taking on the next. ​

What are the three Scrum Artifacts?

Product Backlog, Sprint Backlog, Increment

Each artifact contains a commitment to ensure it provides information that enhances transparency and focus against which progress can be measured. These commitments exist to reinforce empiricism and the Scrum values for the Scrum Team and their stakeholders. What are the commitments contained within the Product Backlog, Sprint Backlog, and Increment respectively?

Product Goal, Sprint Goal, and Definition of Done

Only who has the authority to cancel sprint

Product Owner

Sprint Planning. Who ensures that attendees are prepared to discuss the most important Product Backlog items and how they map to the Product Goal?

Product Owner

Who is accountable for creating and Ordering Product Backlog items?

Product Owner

Who is accountable for creating and clearly communicating Product Backlog items?

Product Owner

Who is accountable for developing and explicitly communicating the Product Goal?

Product Owner

Who is accountable for effectively managing the Product Backlog?

Product Owner

Who is accountable for ensuring that the Product Backlog is transparent, visible and understood ?

Product Owner

Who is accountable for maximizing the value of the product resulting from the work of the Scrum Team?

Product Owner The Product Owner is also accountable for effective Product Backlog management, which includes: ● Developing and explicitly communicating the Product Goal; ● Creating and clearly communicating Product Backlog items; ● Ordering Product Backlog items; and, ● Ensuring that the Product Backlog is transparent, visible and understood. The Product Owner may do the above work or may delegate the responsibility to others. Regardless, the Product Owner remains accountable. For Product Owners to succeed, the entire organization must respect their decisions. These decisions are visible in the content and ordering of the Product Backlog, and through the inspectable Increment at the Sprint Review. The Product Owner is one person, not a committee. The Product Owner may represent the needs of many stakeholders in the Product Backlog. Those wanting to change the Product Backlog can do so by trying to convince the Product Owner.

What do Scrum Artifacts represent?

Scrum's artifacts represent work or value.

Sprint Backlog

Sprint Backlog 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. Consequently, the Sprint Backlog is updated throughout the Sprint as more is learned. It should have enough detail that they can inspect their progress in the Daily Scrum. Commitment: Sprint Goal The Sprint Goal is the single objective for the Sprint. Although the Sprint Goal is a commitment by the Developers, it provides flexibility in terms of the exact work needed to achieve it. The Sprint Goal also creates coherence and focus, encouraging the Scrum Team to work together rather than on separate initiatives. The Sprint Goal is created during the Sprint Planning event and then added to the Sprint Backlog. As the Developers work during the Sprint, they keep the Sprint Goal in mind. If the work turns out to be different than they expected, they collaborate with the Product Owner to negotiate the scope of the Sprint Backlog within the Sprint without affecting the Sprint Goal. ​

What does the sprint goal foster within the team?

Sprint Goal also creates coherence and focus, encouraging the Scrum Team to work together rather than on separate initiatives.

1. 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. 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. 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 timeboxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter. ​

0. The Sprint

Sprints are the heartbeat of Scrum, where ideas are turned into value. They are fixed length events of one month or less to create consistency. A new Sprint starts immediately after the conclusion of the previous 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 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. ​

How does Sprint maximize the use empiricism?

Sprints enable predictability by ensuring inspection and adaptation of progress toward a Product Goal at least every calendar month.

The Sprint Backlog is a plan for who?

The Developers

Who plans the Sprint Backlog?

The Developers (the Sprint Backlog is updated throughout the Sprint as more is learned. It should have enough detail that they can inspect their progress in the Daily Scrum)

Who attends the Daily Scrum?

The Development Team If the Product Owner or Scrum Master are actively working on items in the Sprint Backlog, they participate as Developers.

What happens to the product backlog as a result of the sprint review?

The Product Backlog may also be adjusted to meet new opportunities. (During the event, the Scrum Team and stakeholders review what was accomplished in the Sprint and what has changed in their environment. Based on this information, attendees collaborate on what to do next.) (The Sprint Review is a working session and the Scrum Team should avoid limiting it to a presentation.)

Scrum Master

The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization. The Scrum Master is accountable for the Scrum Team's effectiveness. They do this by enabling the Scrum Team to improve its practices, within the Scrum framework. Scrum Masters are true leaders who serve the Scrum Team and the larger organization. The Scrum Master serves the Scrum Team in several ways, including: ● Coaching the team members in self-management and cross-functionality; ● Helping the Scrum Team focus on creating high-value Increments that meet the Definition of Done; ● Causing the removal of impediments to the Scrum Team's progress; and, ● Ensuring that all Scrum events take place and are positive, productive, and kept within the timebox. The Scrum Master serves the Product Owner in several ways, including: ● Helping find techniques for effective Product Goal definition and Product Backlog management; ● Helping the Scrum Team understand the need for clear and concise Product Backlog items; ● Helping establish empirical product planning for a complex environment; and, ● Facilitating stakeholder collaboration as requested or needed. The Scrum Master serves the organization in several ways, including: ● Leading, training, and coaching the organization in its Scrum adoption; ● Planning and advising Scrum implementations within the organization; ● Helping employees and stakeholders understand and enact an empirical approach for complex work; and, ● Removing barriers between stakeholders and Scrum Teams. ​

Who makes overriding decisions within a Scrum team?

The Scrum team is self-managing; members internally decide who does what, when, and how.

What is the Sprint Backlog composed of?

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).

What is the single object of the Sprint?

The Sprint Goal

What is the definition of Product Backlog?

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. Who creates the sprint plan?

The entire Scrum team through collaborative work

The Scrum team is multi-disciplinary

The members have all the skills necessary to create value each Sprint. The Scrum team is cross-functional.

2. 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. ​

What is the purpose of Sprint Retrospective?

The purpose of the Sprint Retrospective is to plan ways to increase quality (?) and effectiveness (?). Reflection. The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. Inspected elements often vary with the domain of work. Assumptions that led them astray are identified and their origins explored. The Scrum Team discusses what went well during the Sprint, what problems it encountered, and how those problems were (or were not) solved. Adapatation 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.

4. Sprint Retrospective

The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness. The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. Inspected elements often vary with the domain of work. Assumptions that led them astray are identified and their origins explored. The Scrum Team discusses what went well during the Sprint, what problems it encountered, and how those problems were (or were not) solved. 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. The Sprint Retrospective concludes the Sprint. It is timeboxed to a maximum of three hours for a one-month Sprint. For shorter Sprints, the event is usually shorter. ​

What is the purpose of Sprint review?

The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. (The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed.)

3. Sprint Review

The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed. During the event, the Scrum Team and stakeholders review what was accomplished in the Sprint and what has changed in their environment. Based on this information, attendees collaborate on what to do next. The Product Backlog may also be adjusted to meet new opportunities. The Sprint Review is a working session and the Scrum Team should avoid limiting it to a presentation. The Sprint Review is the second to last event of the Sprint and is timeboxed to a maximum of four hours for a one-month Sprint. For shorter Sprints, the event is usually shorter. ​

How is the hierarchy of a Scrum team organized?

There are no sub-teams or hierarchies.

What is the purpose of Scrum Artifacts?

They are designed to maximize transparency of key information. Thus, everyone inspecting them has the same basis for adaptation.

If Scrum the Scrum team become too large, how should it consider reorganizing?

They should consider reorganizing into multiple cohesive Scrum Teams, each focused on the same product. Therefore, they should share the same Product Goal, Product Backlog, and Product Owner.

When is the Sprint Goal created?

during the Sprint Planning event and then added to the Sprint Backlog

What is Scrum?

it's a framework that helps in generating value through adaptive solutions. for complex problems.

How long is sprint?

one month or less (each sprint may be considered a short project)

In order to provide value, what must an increment do?

the Increment must be usable

As the Developers work during the Sprint, they keep the Sprint Goal in mind. If the work turns out to be different than they expected, they collaborate with the who to negotiate the scope of the Sprint Backlog within the Sprint without affecting the Sprint Goal?

they collaborate with the Product Owner

What is the purpose of a daily scrum?

to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work.