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Scrum Guide

Scrum Guide

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Published by: scrumdotorg on Aug 10, 2010
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February 2010
Scrum: Developed and sustained by Ken Schwaber and Jeff Sutherland 
© 2008-2010 Ken Schwaber and Jeff Sutherland, All Rights ReservedPage | 2
Scrum is based on industry-accepted best practices, used and provenfor decades. It is then set in an empirical process theory. As JimCoplien once remarked
to Jeff, “Everyone will like Scrum
; it is what we
already do when our back is against the wall.” 
Of the thousands of people that have contributed to Scrum, we shouldsingle out those that were instrumental in its first ten years. First therewere Jeff Sutherland, working with Jeff McKenna, and Ken Schwaberwith Mike Smith and Chris Martin. Scrum was first formally presentedand published at OOPSLA 1995. During the next five years, MikeBeedle and Martine Devos made significant contributions. And theneveryone else, without whose help Scrum
have been refinedinto what it is today.
The history of Scrum can already be considered long in the world of software development. To honor the first places where it was tried andrefined, we honor Individual, Inc., Fidelity Investments, and IDX (nowGE Medical).
© 2008-2010 Ken Schwaber and Jeff Sutherland, All Rights ReservedPage | 3
Scrum has been used to develop complex products since the early1990s. This paper describes how to use Scrum to build products.Scrum is not a process or a technique for building products; rather, itis a framework within which you can employ various processes andtechniques. The role of Scrum is to surface the relative efficacy of yourdevelopment practices so that you can improve upon them
whileproviding a framework within which complex products can bedeveloped.
Scrum Theory
Scrum, which is grounded in empirical process control theory, employsan iterative, incremental approach to optimize predictability andcontrol risk. Three pillars uphold every implementation of empiricalprocess control.
The first leg is transparency
Transparency ensures that aspects of the process that affect theoutcome must be visible to those managing the outcomes. Not onlymust these aspects be transparent, but also what is being seen mustbe known. That is, when someone inspecting a process believes thatsomething is done; it must be equivalent to their definition of done.
The second leg is inspection
The various aspects of the process must be inspected frequentlyenough so that unacceptable variances in the process can be detected.The frequency of inspection has to take into consideration that allprocesses are changed by the act of inspection. A conundrum occurswhen the required frequency of inspection exceeds the tolerance to
inspection of the process. Fortunately, this doesn’t seem to be tr
ue of software development. The other factor is the skill and diligence of thepeople inspecting the work results.

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