Scrum founded on empiricism and lean thinking (reduce waste and focus on essential)

Empiricism assert that knowledge comes from experience and making decision on what is observed

Scrum is based on empirical framework (which is more than a methodology) to manage and control
development and deployment of complex product

Empirical framework rest on three pillars: Transparency, Adoption and Inspection

Transparency - Transparency enables inspection. Inspection without transparency is misleading

and wasteful. Work must be visible to the performing and the one receiving the work
Inspection: Inspection enables adaptation. Inspection without adaptation is considered pointless.
Scrum events are designed to provoke change. Scrum artifacts and the progress toward agreed
goals must be inspected frequently and diligently to detect potentially undesirable variances or
problems.
Adaption: 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.
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.

Scrum employs an iterative, incremental approach to optimize predictability and to control risk.
Scrum engages groups of people who collectively have all the skills and expertise to do the work
and share or acquire such skills as needed.

Scrum Values: CFORC

1. Commitment – To achieve common goal and support each other
2. Focus – Be member of same scrum team, one at a time
3. Openness – Open about positive and negative
4. Respect – Allow everyone to take onus
5. Courage – To say no to other activities and focus on current scrum activities

Scrum Team – Self managing and cross functional

The fundamental unit of Scrum is a small team of people, a Scrum Team. The Scrum Team consists
of one Scrum Master, one Product Owner, and Developers. Within a Scrum Team, there are no sub-
teams or hierarchies. It is a cohesive unit of professionals focused on one objective at a time, the
Product Goal and it is self-managed

Scrum Teams are cross-functional, meaning the members have all the skills necessary to create
value each Sprint.
They are also self-managing, meaning they internally decide who does what, when, and how.
 • The Scrum Team is small enough to remain nimble and large enough to complete significant
work within a Sprint, typically 10 or fewer people.
• The Scrum Team is responsible for all product-related activities from stakeholder
collaboration, verification, maintenance, operation, experimentation, research and
development, and anything else that might be required.
• Scrum defines three specific accountabilities within the Scrum Team: the Developers, the
Product Owner, and the Scrum Master.

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 ( Scrum definition of done is a list of
conditions that must be met to successfully mark a product increment as
complete)
• Adapting their plan each day toward the Sprint Goal; and,
• Holding each other accountable as professionals
Developers Rights

• Produce quality work

• Provide own estimate
• Sign up for work rather than being assigned
• Manage their own work (self-managed)
• Authority to whatever needed to achieve sprint goal

Product Owner
The Product Owner is accountable for maximizing the value of the product resulting from the work of
the Scrum Team
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.

Product owner Rights

• Independent author
• Define scope for developer of the scrum team
• Deciding what and when to produce
• Order the product backlog
• Terminate sprint

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 (anything that keeps the Team from getting work
Done and that slows Velocity.) 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.

Scrum Master Rights

• Experiment new idea
• Enforce scrum values
• Address issues, problem and impediments
Scrum Events
 1) Sprint
• Sprint – Max one month
• It can be 1 wk, 2 wk, 3 wk or 4 wk
• In this scrum master, developer and product owner come together for a
single objective
• 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.
• A Sprint could be cancelled if the Sprint Goal becomes obsolete ( no longer useful). Only the
Product Owner has the authority to cancel the Sprint.

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

• Sprint planning addresses following topics of Why, what and how –

1. Why - 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.
2. What - 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.
3. How - 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.
Sprint Goal - the Product Backlog items selected for the Sprint, plus the plan for delivering them are
together referred to as the Sprint Backlog.

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 Benefits
1. improve communications
2. identify impediments
3. promote quick decision-making
 4. consequently, eliminate the need for other meetings.
5. 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 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.
• the Scrum Team and stakeholders review what was accomplished in the Sprint and what has
changed in their environment.
• 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.
• It is done on last day of sprint, scrum master not required to record this, and no mom
required for SR or Daily scrum
• We should only deploy what’s working and show them in sprint review

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.
• The Scrum Team discusses what went well during the Sprint, what problems it encountered,
and how those problems were (or were not) solved.
• 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.
• Not all members speak up in this meeting
• What did we dol, what can we change to be better, what did we learn, what is still a puzzle
for us
• Structure of Sprint Retrospective – Gather data- generate Insight- Identify – Decide
retrospect
• Goal of Retrospective – Retromat – Retrospective and Automat
 • In case we mis retrospective meeting , then we can do it at the start of next 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:
1. For the Product Backlog it is the Product Goal.
2. For the Sprint Backlog it is the Sprint Goal.
3. For the Increment it is the Definition of Done.

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 and it should be dynamic ( To
change over time).
• Product Backlog items that can be Done by the Scrum Team within one Sprint are deemed
ready for selection in a Sprint Planning event.
• Product Backlog refinement is the act of breaking down and further defining Product Backlog
items into smaller more precise items. Different Granularity ( Some times can be small
sometimes can be bigger)
• 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.
• The Product Goal is the long-term objective for the Scrum Team. They must fulfill (or
abandon) one objective before taking on the next.
• Nike John – Deep Rule - _Product backlog should be detailed appropriately and should be
estimated ( sizing), should be emergent and prioritized
• Product backlog Attributes – Description, Size, Order ( No……), Value of item, Acceptance
criteria

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. Scrum master facilitates dev+po
 • 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.
• 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.
• 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. Never change
the sprint goal during a sprint.
• 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.
• Sprint burndown chart

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.

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 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.
• Acceptance criteria and definition of done are different
• For example
1. Idea
2. Requirement
3. Design – If we are able to deliver each as expected, that would be perfect dod
4. Design review
5. Develop
6. Integrate
7. Test – a,b,c, d
8. Acceptance criteria
9. Documentation – Product owner to decide what source of product document
10. Package
11. Educate user

Notes
• In scrum we do not have role of PM
• Most of work is taken care by scrum team
• Technical Debt – We take shortcut to present our product in upcoming exhibition, which
is set to exhibit a product. We did what was necessary for display, we need to make it
perfect. What not working in product is tech debt.
• Scrum is agile one way to implement
• Scrum is different from Kanban, Scrum work in iteration and Kanban works on flow of
work