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SCRUM GUIDE PDF

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cittadelmonte.info & Scrum Inc. All Rights Reserved cittadelmonte.info Scrum Guide Revision. November Jeff Sutherland. Ken Schwaber. SCRUM GUIDE CHANGES. In November , Ken Schwaber and Jeff Sutherland, creators and authors of the Scrum Guide™, made updates to the. The Scrum Guide is a definitive guide to Scrum for current and aspiring Agile professionals. Written by the Download the November PDF version here.


Scrum Guide Pdf

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The Scrum Guide™. The Definitive Guide to Scrum: The Rules of the Game. November Developed and sustained by Scrum creators: Ken Schwaber and. The Scrum Guide contains the official definition of Scrum as authored by Ken Schwaber and Jeff Download the official Scrum Guide PDF in English. Download. Scrum is defined in the Scrum Guide by Ken Schwaber and Jeff Sutherland, the originators of Scrum and is translated and available in over 30 languages.

The Scrum Guide reflects the definition of the Scrum framework as designated by its co-creators Dr. Jeff Sutherland and Ken Schwaber. The document, written in is the single definitive embodiment of Scrum. This unique Guide, like any Scrum practice itself, is regularly iterated through inspection and adaptation by both Jeff and Ken based on feedback from Scrum practitioners, the Scrum Guide User Voice, and their own first-hand experience launching Scrum practices in Fortune companies. This year the co-authors have met and provided revision and edits to the Guide to allow Scrum to maintain is place as the vanguard for tackling any project. Visit the official Scrum Scale website to download or read the definitive guide to Scrum at Scale.

The video player is through Vimeo so you may need to make sure that you are not blocking flash. If you scroll up to the top it should be to the right of the main block of text. I think for some people the chat adds value to the experience, but we will look into options to make it less of a distraction in the future. Thanks for this interesting webinar, although I also expected a little bit more Agile scaling for example. I ask the question during the webinar but I did not get any answer: I would like to have Jeff and Ken opinion on Scrum 3.

Doug and Dan are good trainers with great ideas. However, Ken and I have always said there will be no Scrum 2. There is only Scrum and the guide is the definition. Scrum Scale is our documentation of how I have scaled Scrum in 11 companies from the beginning with the help of Ken.

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Current scaling frameworks address primarily IT. Most of our business today is in hardware companies, materials companies, oil drilling, etc. Thank you very much for your quick reply Jeff. Using Scrum 2. Thank you for the great session! What category should I use?

What email address do I use if they ask for one? Hi, please visit our FAQ here https: Hello Just wanted to bring your notice to a typo in Update document. Me Scrum Master: The Scrum Guide describes a scholastic theoretical approach, but we have to do with reality here.

So we twist and bend as we like. Chris — Good question. The essence: The rules of Scrum are there to enable the organization to see transparently the problems that are obstacles in the way of being able to effectively and efficiently deliver value to their customers, then being able to try ways to make it better and see whether those results are an improvement.

Your email address will not be published. Watch the Full Video of the Scrum Guide Revision Webinar Please post your comments or questions related to the webinar on this page so that responses are transparent and shared with everyone. Visit the S S Site. Related Posts via Categories What is Timeboxing?

My thanks Reply. Yes, we will post a recording of the webinar on this page a few days after the event. Best, Alex Reply.

Hi, Glad to hear that you are interested in our courses! Hi Joe, Attending the webinar online via zoom is free, just click the register button above. Alex Reply. Hi, Absolutely, we will post the slides on this page within the next few hours. Very informative and interesting Reply. I got it! Cheers, Cristina Reply. Thanks for the update, inspiring as always!

Nice insights. Regards, Stefan Reply.

Hi, Glad you enjoyed the webinar! However, I would like to comment on the passage that was contradictory: About Daily: Thank you and best regards. Glad to hear you enjoyed the webinar! How can I view the recorded webinar? Hi, The video is at the top right of this web page.

Turn off or hide the Chat function, it was very distracting! Hello, Thanks for this interesting webinar, although I also expected a little bit more Agile scaling for example I ask the question during the webinar but I did not get any answer: Thank you very much Maxime Reply. So we view Scrum Scale as the future. I will look into Scrum Scale with great attention. Keep up the good work! Thank you for noticing, that is now fixed!

One reaction I recently get quite often follows this scheme: 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 in order 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. 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 the 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.

Daily Scrum The Daily Scrum is a minute time-boxed event for the Development Team to synchronize activities and create a plan for the next 24 hours. This is done by inspecting the work since the last Daily Scrum and forecasting the work that could be done before the next one.

What is Scrum?

The Daily Scrum is held at the same time and place each day to reduce complexity. During the meeting, the Development Team members explain: 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.

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. 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. This is a key inspect and adapt meeting. 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 a four-hour time-boxed meeting for one-month Sprints. The Scrum Master teaches all to keep it within the time-box.

The Sprint Review includes the following elements: The Product Backlog may also be adjusted overall to meet new opportunities. 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.

This is a three-hour time-boxed meeting for one-month Sprints. The Scrum Master participates as a peer team member in the meeting from the accountability over the Scrum process. The purpose of the Sprint Retrospective is to: 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 adapting the definition of "Done" as appropriate.

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 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. Product Backlog The Product Backlog is an ordered list of everything that might be needed in the product and is the single source of requirements for any changes to be made to the product.

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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 only 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.

As long as a product exists, its Product Backlog also exists. 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. 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. 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. 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 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. Monitoring Progress Toward a Goal 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 happened may be used for forward-looking decision-making. 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 of the work that the Development Team identifies as necessary to meet the Sprint Goal. The Sprint Backlog is a plan with enough detail that changes in progress can be understood in the Daily Scrum. 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. 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.

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.

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. 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. 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.

Official Scrum Guide (Current and Past Versions)

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. Although this varies 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. 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 of the Scrum Teams must mutually define the definition of "Done. As Scrum Teams mature, it is expected that their definitions of "Done" will expand to include more stringent criteria for higher quality.

Any one product or system should have a definition of "Done" that is a standard for any work done on it. Scrum's roles, artifacts, events, 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.

The Scrum Guide

Acknowledgements People Of the thousands of people who have contributed to Scrum, we should single out those who were instrumental in its first ten years. Many others contributed in the ensuing years and without their help Scrum would not be refined as it is today. This presentation essentially documented the learning that Ken and Jeff gained over the previous few years applying Scrum.

The history of Scrum is already considered long. To honor the first places where it was tried and refined, we recognize Individual, Inc.

Other sources provide you with patterns, processes, and insights that complement the Scrum framework.

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