SL-PSPO-I v2
What is *Scrum Team*?
- *Small team* of people (*7-10*). consists of one *Scrum Master*, one *Product Owner*, and *Developers*. Features: - *Self-Managing*!!! - *Cross-Functional*!!! - *No Sub-Teams* or *Hierarchies*. - should have all the *Skills* necessary to create *Value* for each *Sprint*.
*Inputs* for the Daily Scrum?
- *Sprint Goal*. - *Sprint Backlog*. - *Developement Activities* (What Developers Did). - *Open Impediments*. - "OPTIONAL" Information Radiator / Scrum Board. - "OPTIONAL" Sprint Burn-Down Chart with total estimate of work remaining .
Outcomes from the Daily Scrum?
- *Sprint Goal*. - *Updated Sprint Backlog*. - *Updated* list of *Open Impediments*. - "OPTIONAL" Updated Information Radiator / Scrum Board. - "OPTIONAL" Updated Sprint Burn-Down Chart with total estimate of work remaining .
*Mandatory* meetings for *Product Owner*?
- *Sprint Planning* (important). - *Sprint Review* (important). - *Sprint Retrospective*.
3 *Empirical pillars* of Scrum?
- *transparency*. - *inspection*. - *adaptation*.
What is *SCRUM*?
- A variation of the Agile approach. - A *lightweight framework* that helps people, teams and organizations *generate value* through *adaptive solutions* for *complex problems*. - Scrum employs an *iterative*, *incremental* way with *adaptive adjustments*. - By nature, it is a *prescriptive framework* (but not a detailed guideline or step-by-step methodical process) with an *iterative approach* that uses *time-boxed intervals* and splits projects into fixed periods called *Sprints*.
What could be discussed during Sprint Review?
- Added value to the Increment. - Sprint Results. - What to work during next Sprint on?
Most important considerations about *Sprint Review*?
- Attendees of this event are the *Scrum Team* (SM, PO, Developers) and *Key Stakeholders*. - Scrum Team *ONLY* presents *items that have been 100% done* according to DoD.
WHAT ARE SOME *FACTORS* THAT MUST BE CONSIDERED WHEN *DETERMINING THE SPRINT LENGTH*?
- Changing *market conditions*. - The *level of uncertainty* about the technology. - *How often* the Scrum Team *needs feedback* from the Product Owner and customers
What are *Scrum Values*?
- Commitment. - Focus. - Openness. - Respect. - Courage.
Features of Commitments
- Commitments are mandatory. - *PO* is accountable for the *Product Goal*. - The entire *Scrum Team* is accountable for the *Sprint Goal*. - The entire *Scrum Team* is accountable for the *DoD*.
Features #3 of *Daily Scrum* Event.
- Developers *Must Participate* in Daily Scrum. - Product Owner and Scrum Master *could Attend* the meeting (optional attendees), acting as *silent observers* or *serving advisors*. Mosr important *Benefits of Daily Scrum* Meetings? - *improve communications*. - identify and solves *Impediments / Blockers*. - promote *quick Decision-Making*. - consequently eliminate the *need for other meetings*.
Explanation of Transparency.
- Employees are *transparent* in their day-to-day *dealings with others*. - They all *trust and respect each other*, and they have the *courage* to keep each other informed of good news as well as bad news. - No one has any *hidden agenda*.
Sprint Planning
- Event that *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* (PBIs) and how they map to the *Product Goal*.
Features #1 of *Daily Scrum* Event.
- Everytime *15 min* Team meeting. - It- Better to hold the event at *the same time and place*. - *Inspect and Adaptation* of Current Work (Increment). - Mandatory only for *Developers*. - If the Product Owner or Scrum Master are actively *working on items* in the Sprint Backlog, they *participate as Developers*. - There is *NO any prescribed structure*. Developers choose the structure of the Daily Scrum event.
Sprint Planing question #3. *How will the chosen work get done*?
- For *each selected Product Backlog Item* (PBI), 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*. - This is *the decision of the Developers*. - The Scrum Team may *invite technical or domain experts* external to the team to provide any required *input or guidance*.
What *Product Owner* can Do to *Daily Scrum*?
- PO is generally a *silent observer*. - may speak at the request of the Developers for clarification Sprint Goal. - may notice Developers about *what might impact* the Sprint Goal (changing in directions, feedback from customers..). - may use the Daily Scrum as an *opportunity to cancel the Sprint* if the Sprint goal has become obsolete.
Inputs for the Sprint Retrospective?
- People. - Process. - Practices. - Technology. - Definition of Done.
Outcomes from the Sprint Review?
- Product Increment. - Feedback on Product Increment adapted in the Product Backlog. - Updated Impediments.
Inputs for the Sprint Review?
- Product Increment. - Product Backlog. - Impediments.
Details of *Respect* value.
- Scrum Team members *respect each other* to be capable, independent people, and are respected as such by the people with whom they work. - Respect *Ideas and thoughts* of others even if you disagree. - Respect *diversity*, the Scrum *roles, rules, and principles*.
The Sprint Container
- Sprint Planning. - Daily Scrum. - .... - Daily Scrum. - Sprint Review. - Sprint Retrospective.
What is Sprint Backlog?
- The *Sprint Goal*, the *Product Backlog Items* (usually PBIs with Highest Priority) selected for the Sprint, plus the *plan for delivering them* are together referred to = as the *Sprint Backlog*. - The *Developers determine *how many items* to select for the Sprint Backlog. - The Sprint Backlog is a *living artifact*, and it *emerges and changes* throughout the Sprint as more detailed level designing happens.
Sprint Planning important considerations.
- The *entire Scrum Team* should attend to Sprint Planning event. - The *whole Scrum Team* defines the Sprint Goal. - *Product Backlog Refinement* can be performed during Sprint Planning. - Scrum guide defines that *No need to decompose All the Items* in the Sprint Backlog. It can be done *only for the first days* of the Sprint. - However, 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.
Benefits of Agile approach for Product Development
- faster *time to market*. - better *delivery predictability*. - increased *customer responsiveness*. - ability to *change direction* by managing changing priorities. - enhanced *software quality*. - improved *risk management*.
Explanation of Adaptation.
- is about continuous improvement, the *ability to adapt based on the results of the inspection*.
Explanation of Inspection.
- 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*.
When the Sprint *is OVER*?
1. When the Product Owner *cancels it*. or 2. The *Duration* of the timebox is over.
How Scrum Master should best remove Impediments?
1. is to *empower, teach, and coach* the Developers to *remove impediments themselves*. 2. *Only* if the team is stuck should the Scrum Master remove the impediments himself or herself.
The Result of the Sprint Review
A revised Product Backlog that defines the probable Product Backlog items for the next Sprint.
What *Scrum Master* can Do on *Daily Scrum*?
May facilitate the event if asked and needed.
Key feature of *Transparency*
Transparency *enables inspection*. Inspection without transparency is misleading and wasteful.
Details of Scrum Artifacts
*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*. Scrum Teams *must frequently inspect* Scrum artifacts and progress to detect undesirable variances.
AN ALTERNATIVE *DEFINITION OF SCRUM*.
*Iterative* way of developing software in a Sprint (a time-box of one month or less), *incrementally delivering* working software every Sprint, incorporating customer *feedback* on the working software, and ensuring that the right *business value* is delivered in each Sprint.
Definition of Ready (DoR) and size names of PBIs
*Not mandatory* in Scrum Framework. Just reccomended practice. Names from the Biggest to Smallest: 1. Theme. 2. EPIC. 3. Story. 4. Task.
Features of Sprint
- *All the work* necessary to *achieve the Product Goal*, including Sprint Planning, Daily Scrums, Sprint Review, and Sprint Retrospective, *happen within Sprints*. - Sprints *enable predictability* by ensuring *inspection and adaptation* of progress toward a Product Goal *at least every calendar month*. - Each Sprint may be considered a *short project*. - There should *NOT be any Pauses between Sprints*.
Most important Scrum Events for Developers?
- *Daily Scrum* (15 min) - Adapting the Spint Backlog and Actionable Plan for the next day.
What are *discussed* during *Sprint Retrospective*?
- *Definition of Done*. - *Process improvements*. - *Team Collaboration and Relations*. - *How Scrum Team works*.
4 *Agile* Values
- *Individuals and interactions* over processes and tools. - *Working software* over comprehensive documentation. - *Customer collaboration* over contract negotiation. - *Responding to change* over following a plan.
Key Value Driver Development PO features.
- *Lead Facilitator* of Key Stakeholder Involvment. - *Product Value Maximizer* and Optimizer. - *Product Marketplace Expert*. - *Product Visionary*.
What are th *3 Pillars* of Product Ownership?
- *Maximazing Product Value* (focus on value). - *Engagement* (Communication with stakeholders and development team for clear vision). - *Decision-making* (priority decisions reg to product).
The role of *Scrum Master*.
- *Process Manager* (create value by ensuring that the Scrum process is enacted). - the main role is *serving the Scrum Team*. - is accountable for *establishing Scrum as defined in the Scrum Guide*. They do this by *helping everyone understand Scrum theory and practice*, acting as a coach both within the Scrum Team and the organization. - is also accountable for the *Scrum Team's effectiveness* (capturing the metrics and facilitating Scrum Events).
What is the "Ready" state of PBIs?
- *Ready for Development*, they are *clear, ordered and estimated*. - Developers understand them *clearly and can do* in a one Sprint.
Features #2 of *Daily Scrum* Event.
- 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. - increases the *probability* of the Developers *meeting the Sprint goal*. - The Daily Scrum is not the *Only time Developers are allowed* to adjust their plan. They *can meet anytime and perform re-planning*.
Product Backlog - Artifact
- 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 ("one source of truth"). - it is a list of records *Created by PO* in a format of *User Story* + *Acceptable Criteria*. - Product Backlog is *never complete* and *ever-changing*!!!
Important details #1 for *Product Owner* role
- The Product Owner is *One person*, not a committee. - the main member of the Scrum Team who is responsible for *engaging with stakeholders*. - *ONLY* Product Owner can *change or cancel the Product Backlog*. - The PO is *extremely knowledgeable about the marketplace of the Product*. - PO should have *authority* (the entire organization must respect his or her decisions). - PO *can delegate* the role to another person. - make the decision when *release the increment*.
Sprint Planning question #1. *Why the Sprint is 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*.
Procedure of Sprint Retrospective.
- The Scrum Team *inspects* how the last Sprint went with *regard 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*.
Details of *Openness* value.
- The Scrum Team and its stakeholders are *Open* about the *work and the challenges*. - Accept new ideas and try new things. - They are open to *collaborating within the team and with the organization*. - They are open to being *transparent*.
Details of *Commitment* value.
- The Scrum Team commits to *achieving its goals* and to *supporting each other*. - commitment to the *Agile values and principles* as documented in the Agile Manifesto. - commits to building working software, to quality, to collaborating, to learning, to self-organizing, to building the right thing for its customers, to excelling, to being creative and innovating. - Work together as a unit, *trust each other*, and *commits to work*.
Outcomes from the Sprint Retrospective.
- The Scrum Team identifies the most helpful changes to improve its effectiveness. - Updated Definition of Done. - 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 is a private event for the Scrum Team. External influences must not attend the Sprint Retrospective.
Details of *Courage* value.
- The Scrum Team members have the *courage* to do the right thing, to work on tough problems. - admitting that nobody is perfect and accepting people for who they are. - Scrum Master and Product Owner should Foster Courage and Embrace Fail (to learn new things and generate ideas).
Features of Sprint Retrospective.
- The Sprint Retrospective *concludes the Sprint*. - It is timeboxed to a maximum of *3 hours* for a *1-month Sprint*. - For shorter Sprints, the event is usually shorter (1 -2 hours). - Usually it is *Internal meeting* of Scrum Team.
Features of *Scrum Events*.
- The Sprint is a *Container* for all other events. - All Scrum Events are *Timeboxed* and have *MAX* duration requirements, but they can be done faster. - Scrum Master is *accountable that duration requirements / regularity* are followed. - Each event in Scrum is a formal opportunity to *Inspect and Adapt* Scrum artifacts. - Events are specifically designed to *enable the transparency required*. - Optimally, *all events are held at the same time and place* to reduce complexity. - If you use Scrum correctly there is *NO need for other meetings* than 4 main Scrum Events.
*Scrum Events*?
- The Sprint. - Sprint Planning. - Daily Scrum. - Sprint Review. - Sprint Retrospective.
What are the Commitments?
- The commitments provide a nice, structural way to describe some of the key characteristics of each artifact.
What is *Transparency*?
- The emergent process and work *must be visible* to those *performing the work* as well as those *receiving the work*. With Scrum, important decisions are based on the perceived state of its three formal artifacts. - Transparency is the *Quality of Scrum Artifacts*(Sprint Backlog, Product Backlog, Increment). - Artifacts that have *low transparency* can lead to decisions that *diminish the value and increase risk*.
Details of *Focus* value.
- Their *primary focus* is *on the work of the Sprint* to make the best possible progress toward these goals. - Scrum Master helps to minimize the Distractions and Competing Priorities to allow the team stays focused.
Sprint Planing question #2. *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. - 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.
Important details #2 for *Product Owner* role
- ensures that the Developers work on the *most valuable functionality first*. - The Product Owner is a product manager (Vision, research, ROI, TCO). - To *Validate the idea*, the Product Owner *frequently Releases* the software increment to market to gain real customer insights. - Only *One person* who can say Developers *What to Do*. - The Product Owner will *help adjust the Sprint scope* in case the *Developers have overcommitted* for the Sprint.
The role of *Product Owner*.
- is the *voice of customer*. - is accountable for *maximizing the value* of the product resulting from the work of the Scrum Team. - Lead Facilitator of *Key Stakeholder* Involvement (seeks feedback). - accountable for *effective Product Backlog* management. - The Product Owner *proactively seeks feedback and expectations* from stakeholders in order to make changes to the Product Backlog. - *constantly prioritizing and keeping* up-to-date the Product Backlog.
Benefits of *One Product Owner*?
- maximizes *clarity and focus*. - ensures *quick decision making*. - eliminates *wasteful delays*.
*12 Agile* Principles
1. *Customer Satisfaction*(Early and Continuous Delivery of Valuable Software). 2. *Embrace Change*. 3. *Frequent Delivery*. 4. *Business and Developers Together*. 5. *Motivated Individuals* (Trust & Empower). 6. *Face-to-Face Conversation*. 7. *Working Software*. 8. *Sustainable Development*. 9. *Technical Excellence* (Good Design). 10. *Simplicity*. 11. *Self-Organizing Teams*. 12. *Regular Reflection and Adjustment*.
What are the *Inputs* to the Sprint Planning?
1. *Past Performance* of Developers. 2. *Upcomming Capacity* of Developers. 3. *Definition of Done*. 4. The *Product Backlog*. 5. The Latest *Product Increment*. 6. Retrospective improvements (Optional). 7. Impediments (Optional).
*Outcomes* from the Sprint Planning?
1. *Sprint Goal*. 2. *Selected PBIs* from PB could be done during Sprint. 3. *Plan* to deliver PBIs into Increment. Agreed *Practices* will be used by Developers to perform the work. = *Sprint Backlog*.
Who can *participate in the Scrum Events*?
1. *Sprint Planning* - *Scrum Team (Dev, SM, PO) + Others*. The Developers may invite other people to attend the Sprint Planning in order to provide technical or domain advice. 2. *Daily Scrum* - mandatory for *Developers* + SM and PO are allowed to attend. 3. *Sprint Review* - *Scrum Team (Dev, SM, PO) + Key Stakeholders*. 4. *Sprint Retrospective* - *Scrum Team (Dev, SM, PO)*.
What *topics are addressed by the Sprint Planning*?
1. *Why* the Sprint is valubale? 2. *What* can be Done this Sprint? 3. *How* will the chosen work get done?
When the Sprint *starts, finishes, or canceled*?
1. A *new Sprint* starts immediately after the *conclusion of the previous Sprint*. 2. The *Sprint Retrospective concludes the Sprint* (the last event in the Sprint before the next one). 3. A Sprint could be canceled if the Sprint *Goal becomes obsolete*. ONLY the *Product Owner* has the *authority to cancel* the Sprint.
What Agile team should expect from the *Developers*?
1. All skills needed in one team (cross-functional). 2. Refine Product Backlog. 3. Plan the Sprint. 4. Inspect and Adapt Daily during Sprint Execution. 5. Participate in Sprint Review & Sprint Retrospective.
What happens when the Sprint is Canceled?
1. Any completed and "Done" *PBIs are reviewed*. If part of the work is *potentially releasable*, the Product Owner typically *accepts it*. 2. All *incomplete PBIs* are *reestimated* and *put back* on the Product Backlog.
What Agile team should expect from the *Scrum Master*?
1. Be a *Servant Leader* (Not a Line Manager). 2. Be a *Scrum Process Expert* (Help to understand). 3. Be an *Agile Coach* (conflicts and issues resolution). 4. *Explain Roles and Responsibilities*. 5. *Protect the Team* (from outside interference). 6. Responsible for *removing the Impediments*. 7. Capture and control *Scrum Metrics*. 8. Continual *Process Improvement*. 9. Be a *Change Management Agent*. 10. *Positive Attitude and Motivate the Team*.
What Agile team should expect from the *Product Owner*?
1. Communicates *Product Vision*. 2. Creates *Product Backlog* (via gathering Requirements from Stakeholders -> User Stories). 3. Ensure Backlog is *Visible, Transparent and Clear*. 4. *Owns and Prioritizes* the Product Backlog. 5. Handles *Incoming Requests*. 6. *Defines* the Sprint Goal. 7. Communicates Commited *Sprint Goals*. 8. Provide *Support* During Development Stages (clarifications). 9. *Updates Product Backlog* Based on Feedback. 10. Communicates *Product Releases*.
What Scrum Events are held on the last day of Sprint?
1. Daily Scrum. 2. Sprint Review. 3. Sprint Retrospective.
What are three benefits of self-management?
1. Increased Creativity. 2. Increased Commitment. 3. Increased Self-Accountability.
How Sprint Planning is conducted?
1. Product Owner prepares, orders and presents the list of *PBI's*. 2. The Scrum Team looks into Sprint Inputs to increase the accuracy of its *forecast* during the planning meeting. 3. The cross-functional, self-organizing Developers *pulls* a certain amount of work from the *Product Backlog* that is *deemed feasible for the Sprint*.
Best Practice - 6 step Guidelines for effective Sprint Retrospective.
1. Start with appreciation each other's work. 2. Did the team successfully put the improvement in practice from the last Sprint Retrospective? 3. Set the Time-Frame. 4. Gather data. 5. Generate insights (identify areas of improvements). 6. Identify the root cause and an improvement plan.
Procedure of Sprint Review.
1. The Scrum Team *presents the results* of their work in Product Increment to key Stakeholders and *progress* toward the Product Goal is discussed. 2. Scrum Team and stakeholders then review *What was accomplished* in the Sprint to achieving th Sprint Goal. 3. Also there is *may be a Live Demo* with main intention to get the feedback. 4. Then they discuss *what has changed* (changing market conditions, new highpriority features, the feedback on the Product Increment). 5. The Product Owner discusses the latest Product Backlog and likely completion date. 6. Based on this information, attendees *collaborate on what to do next* (build in the upcoming Sprints).
*Duration* of the Scrum Events
1. The Sprint - *1 - 4 weeks* (more shorter more effective). 2. Sprint Planning - 2 weeks sprint (*2-4 hours*), 4 weeks sprint (*8 hours*). Usually held on Monday or mid-week. 3. Daily Scrum - *15 min*. Usually held at the beginning of the Day. 4. Sprint Review - *1 -4 hours* (4 hours max for 1 month Sprint). 5. Sprint Retrospective - *1 - 3 hours* (3 hours max for 1 month Sprint). - the *duration* of events *can be Less*, but *Not More*.
Accountability of *Developers* in the Scrum Team.
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*. ● Holding *each other* accountable as professionals.
Key feature of *Adaptation*
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 anything new *through inspection*.
The role of *Developers*.
Are the *people in the Scrum Team* that are committed to *creating any aspect of a usable Increment each Sprint*. - Actually *build the product* and tracking the *progress* of the work remaining in the Sprint. - *estimating* the PBIs. - responsible for *resolving any internal conflicts on its own*. - Have All *cross-functional technical skills* (Not for each memeber, but for the entire team). - Can change thier Work Plan *NOT ONLY* during Daily Scrum meeting.
What is *Adaptation*?
If 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.
Key feature of *Inspection*
Inspection *enables adaptation*. Inspection without adaptation is considered pointless. Scrum events are designed to provoke change.
What are software development of projects of *complex problems*?
More about the project is *Unknown* than is known. 1. *Requirements*: Software requirements never stop changing. The customer often will not know what he or she wants until the customer can actually use the product. 2. *Technology*: This is an ever-changing variable. 3. *People*: The people aspect is very unpredictable (e.g., attrition, leaves of absence, skill gaps). - For complex projects, *empirical process control*, or *empiricism*, is the best-suited approach.
What is the *Product Backlog Items (PBI)s*?
PBI attributes: - *Description*. - *Size*. - *Order*. PBIs *can be updated at any time* by the Product Owner or at the Product Owner's discretion.
*Scrum Master* environment
Scrum Master to *foster an environment* where: 1. A *Product Owner* orders the work for a complex problem into a *Product Backlog*. 2. The *Scrum Team* turns a selection of the work into an *Increment* of value during a *Sprint*. 3. The *Scrum Team* and its stakeholders *inspect the results* and *adjust for the next Sprint*. 4. *Repeat*. What Scrum is *based on*? *Empiricism* and *lean thinking*. - Empiricism asserts that knowledge comes from experience and making decisions based on what is observed. - Lean thinking reduces waste and focuses on the essentials.
Where can Scrum be used?
Scrum has been used extensively, worldwide, to: - *Research* and identify viable markets, technologies, and product capabilities; - *Develop products* and enhancements; - *Release products* and enhancements, as frequently as many times per day; - *Develop and sustain Cloud* (online, secure, on-demand) and other operational environments for product use; - *Sustain and renew products*. Almost everything we use in our daily lives, as individuals and societies.
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. 3 artifacts: - *Product Backlog*. - *Sprint Backlog*. - *Increment*.
*Agile* Manifesto
Statement of Agile Values and Principles.
Sprint Review.
The *Inspection* of the outcome of the Sprint (a piece of a real product) and determining the *future Adaptations*. - The *Product Backlog* may also *be adjusted* to meet new opportunities. - it is *Working* meeting, but *NOT* the presentation. - Max Time *4 hours* for Month Sprint. - This is the *LAST event* of Sprint.
What is *Inspection*?
The Scrum artifacts and the *progress toward agreed goals* must be inspected frequently and diligently to detect potentially undesirable variances or problems. To help with inspection, Scrum provides cadence in the form of its five events.
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.
Sprint Retrospective.
The purpose of the Sprint Retrospective is to *plan ways to increase quality and effectiveness*.
What is the *Sprint*?
is the *heartbeat of Scrum*, where *ideas are turned into value*. - Sprints are *fixed length events* of one month or less to create consistency (usually *2 - 4 weeks*). - Input for Sprint: *Sprint Lenght*. - Output: *Potentially Releasable Product Increment*.
Explanation of Agile Principles for Product Development
iterative, value-based incremental delivery by frequently gathering customer feedback and accepting (even provoking) change.
How Scrum Master *serves the Scrum Team*?
● *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. ● *Ensuring that all Scrum events take place* and are positive, productive, and kept within the timebox.
How Scrum Master *serves the Product Owner*?
● *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. ● *Facilitating* stakeholder *collaboration* as requested or needed.
Important rules *During the Sprint*:
● *No changes* are made that would *endanger the Sprint Goal*. ● *Quality does not decrease*. ● The *Product Backlog is refined as needed*. ● *Scope* may be clarified and renegotiated with the *Product Owner* as more is learned. ● Do *NOT change Duration* of the Sprint in the middle of the Sprint.
How Scrum Master *serves the Scrum Team*?
● 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. ● *Removing barriers between stakeholders and Scrum Teams*.
The various *levels of service and their responsibilities* in the Scrum Team are as follows:
● The *Scrum Master* serves the *Developers*, *Product Owner* and *Organization*. ● The *Developers* serves the *Product Owner*. ● The *Product Owner* serves the *Stakeholders*.
