The bottom line Core Scrum the unofficial!

If you achieve these you can ignore the rest

of the checklist. Your process is fine.
These are central to Scrum. Without these you
probably shouldnt call it Scrum. Scrum Checklist!
Delivering working, tested Retrospective happens after every
software every 4 weeks or less sprint
Results in concrete Henrik Kniberg
Delivering what the
improvement proposals
business needs most
Some proposals actually get Recommended but not always necessary
Process is implemented Most of these will usually be needed, but not always all of them. Experiment!
continuously improving
Whole team + PO participates Team has all skills needed to bring PBL items are broken into tasks
backlog items to Done within a sprint
Clearly defined product owner PO has a product backlog (PBL) Team members not locked into
(PO) Sprint tasks are estimated
specific roles
Top items are prioritized by Iterations that are doomed to fail Estimates for ongoing tasks
PO is empowered to prioritize business value are terminated early are updated daily
PO has knowledge to Top items are estimated
prioritize PO has product vision that is in
sync with PBL Velocity is measured
PO has direct contact with Estimates written by the
team team PBL and product vision is highly All items in sprint plan have an
visible estimate
PO has direct contact with Top items in PBL small
stakeholders enough to fit in a sprint Everyone on the team participates PO uses velocity for release
in estimating planning
PO speaks with one voice (in PO understands purpose of
case PO is a team) all backlog items PO available when team is Velocity only includes
estimating items that are Done

Team has a sprint backlog Have sprint planning meetings Estimate relative size (story points)
rather than time Team has a sprint burndown chart

Highly visible PO participates

Whole team knows top 1-3 Highly visible
impediments
Updated daily PO brings up-to-date PBL
SM has strategy for how to fix Updated daily
top impediment
Owned exclusively by the Whole team participates
team SM focusing on removing Daily Scrum is every day, same
impediments time & place
Results in a sprint plan
Escalated to management PO participates at least a
Daily Scrum happens when team cant solve
Whole team believes plan is few times per week
achievable
Whole team participates Team has a Scrum Master (SM) Max 15 minutes
PO satisfied with priorities
Problems & impediments are Each team member knows
surfaced SM sits with the team
what the others are doing
Timeboxed iterations

Demo happens after every sprint Iteration length 4 weeks or Scaling Positive indicators
less
Shows working, tested These are pretty fundamental to any Scrum Leading indicators of a
software Always end on time scaling effort. good Scrum implementation.

Feedback received from You have a Chief Product Owner

stakeholders & PO Team not disrupted or (if many POs) Having fun! High energy level.
controlled by outsiders
Dependent teams do Scrum of Overtime work is rare and
Team usually delivers what Scrums
Have Definition of Done (DoD) happens voluntarily
they committed to
Dependent teams integrate within Discussing, criticizing, and
DoD achievable within each each sprint experimenting with the process
Team members sit together
iteration
PO = Product owner SM = Scrum Master PBL = Product Backlog DoD = Definition of Done
Team respects DoD Max 9 people per team
http://www.crisp.se/scrum/checklist | Version 2.2 (2010-10-04)
Henrik Kniberg
Scrum Checklist!
www.crisp.se/scrum/checklist
What is this? Who is it for? Joe: "Maybe a concept like 'Deni8on of Done' could help us
The Scrum checklist is a simple tool to help you get started with take on smaller bits per sprint and get stu releasable more
Scrum, or assess your current implementa8on of Scrum. oQen?
Note that these aren't rules. They are guidelines. A team of two Lisa: "Good idea, let's give it a shot.
might decide to skip the daily Scrum, since they are pair How do I NOT use it?
programming all day anyway and might not need a separate Big Boss: "OK team, 8me to see how Scrum compliant you are.
mee8ng to synchronize. Fine. Then they have inten8onally skipped Fill in this checklist please.
a Scrum prac8ce but ensured that the underlying purpose of the
Joe: "Boss, I'm happy to report that we are doing everything.
scrum prac8ce has been fullled in another way. That is what Well, everything except Sprint burndown charts
counts!
Big Boss: "Bad, bad team! It says here that you should be doing
If you are doing Scrum it might be interes8ng to have the team go
those... er... sprint burning thingies! I want them!"
through this list at a retrospec8ve. As a discussion tool, not an
evalua8on tool. Lisa: "But we do 2 week sprints and almost always manage to
deliver what we commit to, and the customers are happy. Sprint
How do I use it? burndown charts wouldn't add value at this stage.
Joe: "For this retrospec8ve, I've brought a useful liFle checklist. Big Boss: "Well it says here that you should do it, so don't let me
Is there any of this stu that we aren't doing? catch you chea8ng again, or I'll call in the Scrum Police!
Lisa: "Hmmm, let's see. Well, we're certainly missing Deni8on Is this an ocial checklist?
of Done, and we don't measure Velocity.
No. The checklist reects my personal & subjec8ve opinion about
Joe: "Well, 'Deni8on of Done' is listed under 'Core Scrum' so it what really maFers in Scrum. I've spent years helping companies
seems preFy important! Velocity is listed under 'Recommended get started with Scrum and met hundreds of other prac88oners,
but not always necessary' so let's wait with that and start with trainers, and coaches; and I've found that checklists like this can be
the core stu. helpful, if used correctly.
Lisa: "Look, we're also missing 'Delivering working, tested
soQware every 4 weeks or less'. That's listed under 'The boFom
line'! Makes sense, because marke8ng is always complaining
about that!