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 This guide explains how to use Scrum to build products. In doing so, it will describe how theramework and its artiacts, time-boxes, roles and rules work together. Scrum does not includetechniques and processes or building products; however, it will point out the ecacy and fawso these techniques and processes.Scrum is a ramework or developing complex products and systems. It is grounded in empiricalprocess control theory
*
. Scrum employs an iterative, incremental approach to optimizepredictability and control risk. Within each iteration, Scrum employs sel-organizing, cross-unctional Teams to optimize fexibility and productivity. The heart o Scrum is a
Sprint 
. A Sprint is one iteration o a month or less that is o consistentlength throughout a development eort. All Sprints use the same Scrum ramework, and allSprints end with an increment o the end product that is potentially releasable. The increment isa complete slice, or piece, o the nished product or system that is developed by the end o aniteration, or Sprint. One Sprint starts immediately ater the prior Sprint ends.Scrum employs time-boxes to create regularity. The time-boxes within Scrum are :
the Sprint Planning Meeting, the Sprint, the Daily Scrum, the Sprint Review,and the Sprint Retrospective.
Scrum employs sel-organizing, cross unctional Scrum Teamsto do the work. Each Scrum Team has three roles whereaccountability and responsibility lie. The ScrumMaster isresponsible or ensuring the process is understood and ollowed. The Product Owner is responsible or maximizing the valueo the work done. The Team does the work. The Team consistso developers with all the skills to turn the Product Owner’srequests into the potentially shippable increment each Sprint. The Team is usually seven plus or minus two members. The Scrum ramework consists o these time-boxes, Teams (withroles), and artiacts glued together by Rules. One rule is that onlythe people committed to turning the Product Backlog into anincrement, namely the Team, talks during a Daily Scrum.
* “Agile Sotware Development with Scrum,” Ken Schwaber, Microsot Press, 2004
SCRUM GUIDE 02
SCRUM GUIDE
TIP 
:
I there are ewer  people on the team, theteam may reach skill constraints during parts o the Sprint. I there are moremembers, the team may be overwhelmed with toomany people to collaborateand to keep inormed. Inour experience, however,teams do range outside thisrecommended size o seven plus or minus two.
 
SCRUM GUIDE 03
Rules bind the roles, time-boxes, and meetings. These rules areimplicit throughout this document as the roles, time-boxes andmeetings are described. When there are suggested approaches,or TIPS, on how to proceed, these are in separate TIP boxes.Scrum has been used to develop complex products since theearly 1990’s. Many best practices have been uncovered ordeveloping complex products within the Scrum ramework. Intandem with this guide, the books, “Agile Project Managementwith Scrum” (Schwaber, Microsot Press,2004) and “The Enterpriseand Scrum” (Schwaber, Microsot Press, 2007) contain many tipsabout managing projects and scaling Scrum.
Scrum Theory 
 Scrum is
 
a ramework or developing complex products andsystems that is grounded in empirical process control theory.*Empirical process control has three legs underlying all o itsimplementations: transparency, inspection, and adaptation. Transparency means that aspects o the process must be visibleto and understood by those controlling the process. The second leg is inspection. The various aspects o the process must be inspected requentlyenough so that unacceptable variances in the process can be detected. Two key actors o inspection are the skill and diligence o the people inspecting the work and the requency withwhich they inspect the process. It must be taken into consideration that all processes are changedby the act o inspection. A conundrum occurs when the required requency o inspection exceedsthe team’s tolerance to inspection o the process. Fortunately, this doesn’t seem to be true insotware development. The third leg o empirical process control is adaptation. I the inspector determines rom theinspection that one or more aspects o the process are outside acceptable limits, and thatthe resulting product will be unacceptable, the inspector must adjust the process or thematerial being processed. The adjustment must be made as quickly as possible to minimizeurther deviation. There are three inspect and adapt points in Scrum. The Sprint Review and Planning meetings areused to inspect progress toward the Release Goal, and to make adaptations that optimize thevalue o the next Sprint. The Daily Scrum meeting is used to inspect progress toward the Sprintgoal, and to make adaptations that optimize the value o the next workday. The Retrospectivemeeting is used to adapt the process and interactions o the previous Sprint, and to makeadaptations that make the next Sprint more productive, ullling, and enjoyable.
TIP 
:
When rules are not stated, the users o Scrumare expected to fgure out what to do. Don’t try tofgure out a perect solution,because the problemusually changes quickly.Instead, try somethingand see how it works.The inspect and adapt mechanisms o Scrum’sempirical nature will guide you.
* “Process Dynamics, Modeling, and Control,” Babatunde A. Ogunnaike and W. Harmon Ray,Oxord University Press, 1994
 
SCRUM GUIDE 04
The Rolls
 
The Scrum Team
 
 The Scrum Team consists o the ScrumMaster, the ProductOwner, and the Team (o developers). Scrum team members arecalled “pigs”. Everyone else is a “chicken.” Chickens cannot tell“pigs” how to do their work. Chickens and pigs come rom theollowing story:
“A chicken and a pig are together when thechicken says, “Let’s start a restaurant!” The pigthinks it over and says, “What would we call thisrestaurant?” The chicken says, “Ham n’ Eggs!” The pig says, “No thanks, you’d only be involved but for me it would be a real commitment!” The ScrumMaster 
 
 The ScrumMaster is responsible or ensuring that Scrum values,practices and rules are enacted and enorced. The ScrumMasteris the driving orce behind all o the Scrum and helps the Scrum Team and the organization adopt and use Scrum to produce ahigher quality product. The ScrumMaster is not the managerbut leads by coaching, teaching and supporting the team. The ScrumMaster helps the Team understand and use sel-management and cross-unctionality.
Product Owner 
 The Product Owner is the one and only person responsibleor managing and controlling the Product Backlog. This is theperson who is ocially responsible or the value o the work done. This person maintains the Product Backlog and ensuresthat it is visible to everyone. Everyone knows what items havethe highest priority, so everyone knows the order in which theitems will be addressed. The Product Owner is one person, not a committee. Committeesmay exist that advise or infuence this person, but any personor body o people wanting an item’s priority changed mustconvince the Product Owner. Organizations have many ways
TIP 
:
The ScrumMaster may be part o the Team suchas a developer perormingSprint tasks. However,i this is the case, theremay be conict betweenremoving impedimentsand perorming tasks. TheScrumMaster is never theProduct Owner.
TIP 
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For commercial development, the Product Owner may be the product manager. For in-housedevelopment eorts, theProduct Owner could be theuser department manager.
TIP 
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The ScrumMaster works with the customersand management toidentiy and instantiatea Product Owner. TheScrumMaster teaches theProduct Owner how to dohis or her job, in order tooptimize the value o theuse Scrum. I they don’t,the ScrumMaster is held accountable.
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