Should  ScrumMaster  be  dedicated   Is  ScrumMaster  a  management  role?  

We  have  a  r otational  Scrum  Master  and  
100%  to  a  team?  
  it   is   working   fine   for   us,   is   it   okay   to   The  ScrumMaster   is  a  leader,  specifically  
continue?   Scrum  does  not  describe  how  the   Scrum   a   servant   leader.   As   a   leader   they   may  
  Master   role   with   respect   to   his   use   a   variety   of   skills,   including  
The   Scrum   roles   have   clear   objectives  
availability,   however   if   he(she)   can   do   management   skills,   to   affect   a   desired  
  and  specific  responsibilities  and  purpose,  
justice   100%   to   the   team   it   is   fine   outcome.  
so  having  a  rotational  scrum  master  may  
  lead   to   suboptimal   due   to   conflict   of   however  way  this  role  is  played.  
  From  my  
The   various   ‘stances’   that   a   Scrum  
experience   Scrum   Masters   work   with  
interest.   Master   typically   applies   -­‐-­‐   trainer,  
  their   teams   dedicatedly,   have   seen  
consultant,   mentor,   facilitator,   and  
In  my  experience,  a  Dev  t eam  member  to   consistently  b etter  results.  
    coach,  doesn’t  include  “manager”.  While  
zoom   in   to   fix   a   technical  issue  whereas  
  Scrum  Master  has  to  zoom  out  to  see  the   The   highest   performing   professional   knowledge   of   management   skills,  
sports  individuals/teams  have  dedicated   techniques,   and   tools   would   be  
big   picture   and   identify   areas   of  
  coaches.   The   coach’s   skills   are   appropriate   for   a   ScrumMaster   to   be  
improvement   for   the   team.   So   same  
  person   zoom   in   and   zoom   out   quickly   different/unique  from  players.   experience/familiar   with,   a   good  
ScrumMaster  would  look  for  approaches  
may  not  be  possible.    
  to  enable  the  t eam  with  these  skills.  
   
 

  Which   approach   will   be   more  

How   can   the   Scrum   Master   convince   What  if  Product  Owner  want  to  be  part  
  Top  management  of  organization?   appropriate   for   Scrum   Master?   Top   of  Daily  Scrum?  
down  or  bottom  up?  
  I   don’t   think   S crum  Master  can   convince   He   /She   can   attend   the   Daily   Scrum   as  
people.   She/he   can   only   make   things   Personally,   I   don’t   see   great   success   in   observer,   can   provide   clarifications   and  
  either,   at   least   not   sustainable   success.  
transparent   so   that   they   have   Feedback  if  Dev  team  wants.  
  information   and   help   them   with   Instead   I   think   it   needs   to   be   “inside-­‐
out”,   where   the   organization   -­‐-­‐   top   to   Healthy   participation   of   the   Product  
structures   that   enable   them   to   make  
  bottom  -­‐-­‐  all  commit  to  the  change.  Push   Owner   -­‐-­‐   interest   in   how   the   team   is  
effective  d ecisions.  
(from   top-­‐down,   bottom-­‐up,   o r   outside-­‐ progressing   and   providing   them   any  
 
While  doing  this,  Scrum  Masters   can  use   in)  all  result   in  resistance  and  reversion   essential   insight   or   support   -­‐-­‐   would   be  
  some  change  management  models  such   as  soon  as  the  p ressure  f rom  the  “push”   an  indicator  of  a  t rue  “Scrum  Team”.  
as  GROW,  A DKAR,  WONDER.   is  released.  
   

  Product  owner  vs  Product  manager?  

  Our   Product   owner   is   quite   controlling   Management   might   be   a   subset   of  
  and   pushing   the  Development   team  to   ownership.   Scrum   focuses   more   on  
take  more  work  than  they  can  do.  What   bottom   up   thinking   with   respect   to  
  do  to?   How  to  increase  Trust  between  PO  and  
product  o wnership  role.    
Team?  
  As  a  Product  o wner  h e/she  may  delegate  
Dev   team   should   use   Courage   to   push  
By   increasing   the   collaboration   and  
  back   if   still   not   possible   then   Scrum   some   of   his/her   tasks   to   development  
direct  communication  and  t ransparency.  
Master  should  coach  the  PO.   team   and   focus   more   on   the   broader  
  My   o wn   b ias   (which   I  would   h ighlight   as  
areas   like   marketing,   sales,   launch,  
All   roles   should  work   as   per   Scrum   rules   a   bias)   is   that   trust   is   built   upon   over  
  talking  to  larger  stakeholders  etc.      
in   order   to   enhance   Transparency   and   time.  
  Trust   across   and   to   yield   positive   results    
One   that   focuses   on   administrative  
of  Scrum.   issues   -­‐-­‐   but   ownership   is   larger   to  
 
include   visioning   (either   exclusive   or  
 
  participant)  and  t rue  ROI  responsibility  -­‐-­‐  
not  just  management  of  investment,  but  
true  accountability  for  the  results.  
  
Is   it   fine   if   Product   owner   skips   the  
 
Scrum  events?  
Can   Scrum   Master   and   the   Product  
  Product   owner   is   required   in   Part   I   of  
owner  be  the  same  person?   Can  product  vision  change?  
  Sprint   Planning   and   the   Sprint   Review,  
Scrum  roles  a re  d efined  with  a  specific   Perhaps,   but   generally   speaking   a   good   Retrospective   and   optional   in   other  
  purpose  and  responsibilities.     vision   to   be   broad   enough   that,  
  while   ceremonies.    
strategies   and   tactics   might   shift,   the  
  This   is   one   area   where   Scrum   is   very   overall   vision   would   remain   the   same,   As  a  member  of  the  “Scrum   Team”,   we  
specific.   The   Product   owner   and   Scrum   with   possible   exceptions   for  exceptional   would   hope   that   the   Product   Owner  
  Master  roles  should  not  be  shared.  It  is  a     would   be   actively   engaged   in   other  
circumstances.  
conflict  of  interest,  resulting  in  too  much   ceremonies,   as   appropriate,   and   their  
 
power   within   a   single   role   (there   is     absence   might  result  in   some  degree  of  
  nobody  to  protect  the  t eam)   sub-­‐optimization.    
   

  My  team  is  very  high  performance  do  I  

still  need  Scrum  Master?  
 
Yes,   Scrum   Master   helps   on   What  about  special  skills  people  like  
  Our  Product  owner  is  not  co-­‐located   DBA,  Architects?  Should  they  be  part  of  
with  our  Development  team.  Is  it  a   organizational  impediments.  I  saw  teams  
  problem?   that   are   really   doing   great   may   have   the  Development  team?  
Scrum   Master   spending   less     time   with   Yes.   Scrum   requires   that   the   Dev   Team  
 
Product   owner   and   the   Development   them,   but   when   they   get   into   systemic   has   all   competencies   required   to   d eliver  
  team  should  come  up  with  an  approach   impediments   then   they   can   take   h elp   of   the  p roduct.  While  we  m ight  start  with  a  
on   how   best   they   can   collaborate   and   Scrum  Master.  She/he  might  b e  spending  
  non-­‐optimized  structure,  we  would  look  
communicate   effectively.   Scrum   Master   time   with   a   different   development   t eam   to   optimizing   it   over   time   by   building  
  can  help  them  to  find  such  approaches.   to   make   them   become   more   self-­‐ these   skills   within   the   cross-­‐functional  
This   is   a   non-­‐ideal   situation.   Refer   to   organized  and  h igh  performance.  
  Agile  principle  #4.   team   -­‐-­‐   building   cross-­‐functional   skills  
The   highest   performing   professional   within  individuals  a s  well.  
 
sports  t eams  continue  to  have  dedicated  
  coaches.  
 

  We  have  multiple  teams  w orking  from   Can  same  person  play  dual  role  in  Scrum  
different  locations  on  same   team?    
  Why   is   the   restriction   of   3   –   9   for  
Product/project.  Is  it  fine?  
Development  team  size?   This  would   be   normal   and  expected   of   a  
 
At  least   t raditional   Scrum  (earlier  Scrum   cross-­‐functional   Development   team.  
 
Less   than   3   may   have   skill   deficiency,  
Guides  v ersions)  p rovide  strong  guidance   Within   the   Scrum   Team,   as   with   a  
decrease   in   interaction   whereas   more  
  than   9   may   have   too   many   that  teams  should  be  co-­‐located.     member   of   the   Dev   Team   also   being   the  
If   that   isn’t   possible   we   can   still   apply   Product   Owner  or  ScrumMaster?  This   is  
 
communication   channels   and   too   much  
Scrum,   but   we   are   likely   to   encounter   contextual   -­‐-­‐   for   example   with   a   very  
coordination   and   may   lead   to   conflicts  
  and   defocus   and   the   complexity   challenges   which   result   in   non-­‐optimal   small   Scrum   Team,   it   might   be  
results.   We  have  to  do  the  best   we   can   appropriate   for   one   p erson   to  wear   t wo  
 
increases.  
hats,   Product   Owner   and   Dev   Team  
while   maintaining   the   intent   to   move  
  This  3  –  9  is  like  a  rule  of  thumb.  At  t imes   member,   for   example,   but   under   most  
continually   towards   optimal   states.  
slightly   higher   than   9   also   may   work   normal   circumstances   the   roles   should  
  effectively.   But   too   higher   than   9   may   Scrum   Masters   should   focus   on  
be  dedicated  to  a llow  the  Scrum  value  of  
enhancing  transparency,  communication  
  lead  to  issues.   “focus”  to  be  best  realized.  The  Product  
and  collaboration  in  this  scenario.   Owner   and   ScrumMaster   roles   should  
Perhaps,  some  tools  may  b e  h elpful.   never  b e  shared.  
 
   Should   the   Development   teams   be  
Can   tasks   be   added   to   the   Product  
  component  teams  or  feature  teams?  
 
backlog?   How   Product  owner  orders   the   Product  
Scrum   does   not   have   any   specific   Backlog  items?  
recommendation   on   component   Vs   The  term  “tasks”  is  undefined  in  Scrum.  
feature   teams.   However,   you   need   to   Scrum   identifies   Product   Backlog   Items   Ordering   is   up   to   the   Product   Owner.   I  
have   a   cross-­‐functional,   self-­‐organized   (PBIs   –   represent   WHAT)   and   Sprint   recommend  ROI  (Return  on  Investment,  
team   that   converts   the   PBI   into   Backlog  Items  (SBIs).  The  Product  Owner   considering  expected   return   vs.   the  cost  
releasable  increment.  Component  teams   can  change  the  Product  Backlog  as  they   to   produce)   but   other   options   (Time   to  
may   have   more   complexity,   less   see   fit,   including   adding   additional   market,   Learning,   Risk)   could   be   other  
transparency  and  integration   issues  and   Product   Backlog   Items,   at   any   time.   factors.   Prioritization   is   different   than  
feature  teams  will  have  less  complexity,   Sprint  Backlog  Items  are  not  part  of  the   ordering.  The  Product  Backlog  is  o rdered.  
less   integration   issues   and   more   Product   Backlog,   and   are   owned   and   Prioritization  might  be  used  to   identify  a  
transparency.   In   my   experience   feature   managed   by   the   Development   Team   subset   of   features   to   focus   on   for  
teams   work   better   but   if   you   are   using   within   the   Sprint.   Usually   “Tasks”   are   ordering.   [NOTE:   be   careful   not   to  
comp  teams  and  they  a re  working  f ine,  it   added   to   the   Sprint   Backlog   as   they   confuse  ordering  and  prioritization]  
is  fine  to  continue.  However,  make  sure   represent  “HOW”  
DOD  will  have  integration  included  in  it.  

Is  Product  backlog  a  replacement  for  

Can  Scrum  Master  add  items  to  Product   traditional  requirements  document?  
Backlog?  
What  if  you  allow  e veryone  to  add  
No.  Scrum  doesn’t  prescribe  the  format  
items  to  Product  Backlog?  Does  it  not   If   that   helps   the   Product   to   increase   of  the  Product  Backlog,  so  a  Scrum  Team  
increase  the  work  for  Product  owner?   value.     might   consider   using   traditional  
The   Product   Owner   owns   the   Product   The   Product   Owner   owns   the   Product   requirements   documents   but   this  would  
Backlog   and   he/she   decides   how   to   Backlog   and   he/she   decides   how   to   likely  lead  to  suboptimal  results  since  the  
manage  it.     manage  it.     requirements  are  likely  not  described  in  
terms   of   things   that   could   be   delivered  
They  may  allow  anyone  to  add  items  to   They  may  allow  anyone  to  add  items  to   within  short  timebox   (Sprint)  that   could  
the   Product   Backlog   and   simply   order   the   Product   Backlog   and   simply   order   result  in  a  Releasable  Product  Increment,  
them  so  that  PBIs  that  are  less  valuable   them  so  that  PBIs  that  are  less  valuable   as   required   by   Scrum.   Considering   the  
are  lower  in  the  Product  Backlog  and  may   are  lower  in  the  Product  Backlog  and  may   Agile   Manifesto,   we   might   expect   the  
never  b e  d eveloped.   never  b e  d eveloped.   Product  Backlog  to  act  as  a  reminder  that  
 
detailed   requirements   will   be   clarified  
through  face-­‐to-­‐face  communication.  

Why  Product  Backlog  Refinement  (PBR)  

I   do   not   release   my   increment   for   6  
is  not  an  e vent  but  it  is  an  activity?  
months  or  1  year  are  we  doing  Scrum?  
Who  will  inspect  the  Product   Scrum   doesn’t   prescribe   how   Product  
Yes,   as   long   as   you   are   creating  
increment?   Backlog   Refinement  will  occur.   Deciding  
potentially  releasable  increments  within  
whether   to   perform   this   as   an   ongoing,  
While   stakeholders   may   inspect   the   one  month  o r  less,  you  a re  doing  Scrum.    
non-­‐time-­‐boxed   activity,   or   as   a   time-­‐
increment   and   provide   feedback   in   the   Scrum   permits   late   release,   no   release,   boxed   event   is   a   decision   left   to   the  
Sprint   review,   the   Product   Owner   is   frequent   releases   based   on   Product   Scrum   Team.   However,   the   4   Events  
responsible  for  accepting   work  results  at   Owner’s   preference.   If   you   are   not   (Sprint   Planning,   Daily   Scrum,   Sprint  
any  point  of  t ime  during  the  Sprint  when   releasing   you   are   doing   Scrum   but   as   if   Review,   and   Sprint   Retrospective   have  
the   Development   team   completes   the   you   do   not   release   the   increment   you   certain   guidelines   on   how   they   have   to  
product   backlog   item   and   it   meets   the   have  to  inspect  and  adapt  on  why  you  are   be  p erformed).  
Definition  of  Done.   not   able   to   release   and   address   the  
Only  rule  for  PBR  is  not  more  than  10%  of  
underlying   issues.   Releasing   the  
Development   team’s   capacity   of   the  
increment  gets  the  feedback.  
Sprint  should  b e  spent  for  PBR.  
    
In   my  team  only   a  few  team   members  
attend   Product   Backlog   Refinement  
while   others   work   on   current   Sprint  
I   do   not   have   Product   Backlog  
items,  is  it  fine?  
Refinement   (PBR)   still   am   I   doing   In  one  Sprint  if  there  is  skill  constraint  
Scrum?   It   is  up  to  the  Scrum  Team  to  determine   to  meet  the  Definition  of  Done,  can  the  
how   PBR   will   be   performed.   The   Development  team  take  one  person  
How  are  you  making  sure  your  t eam   will  
readiness  of  the  PBIs  being  selected  for   from  another  team  to  help  them?  
have  a  set  of  items  in  ready  state  in  your  
the  Sprint  would  be  a  good   inspect  and  
backlog?     Once  in   a  while  is   okay,   but   if   you   f eel  it  
adapt   point   to  consider   the   efficacy   of   a  
As  long  as  you  have  items  that  keep  your   particular  approach  to  PBR.   is   becoming   a   skill   gap,   then   as   a   team  
Development   team   busy   for   the   they   should   develop   that   skill  within   the  
In   my   experience,   having   all   team   team   or   take   someone   who  can   join   the  
upcoming  Sprints,  it  is  fine,  and  you  are  
members   attend   PBR   will   help   reduce   team  for  long  t erm  is  a  good  option.  
doing   Scrum   even   you   are   not   formally  
complexity   as   good   brainstorming  
doing  PBR.  
happens   and   everyone   will   have   same  
level  of  understanding  on  the  PBIs  from  
the  discussion.  

Can  we  use  JIRA/VersionOne  to  add   If   its   multi-­‐vendor   Product   who   all   can  
one  field  for  Definition  of  Done?   be  involved  in   formulation   of  Definition  
of   Done?   One   vendor   wants  
Scrum   doesn’t   prescribe   a   specific  
Documentation   another   don’t   (Health  
manner  for  specifying  or  maintaining  the   Can  the   Scrum   team  add  new  items  to  
care   product   Honeywell   wants  
DoD.  The  specific  approach  would  be  at   their  Definition  of  Done  every  sprint  in  
Qualcomm  no  interest)  
the   discretion   of   the   self-­‐organizing   name  of  improvement?  
Scrum   Team.   As   a   ScrumMaster-­‐ If   multiple   Scrum   Teams   are   involved  
The  DoD  is  d eveloped  and  maintained  by  
consultant   I   might   share   my   experience   they   should   share   a   common   Definition  
the   Scrum   Team.   They   can   change   it   as  
with  virtual  tools  reducing  transparency   of   Done.   Individual   Scrum   Teams   might  
they  see  f it.  However,  Definition  of  Done  
and   effectiveness   when   compared   to   add  additional  items  to  this  DoD  for  their  
does   not   usually  get  changed   during   the  
non-­‐virtual   tools.   As   a   ScrumMaster-­‐ own  use,  but  they  must  meet  at  least  the  
Sprint.  
coach  I  might  work  to  make  issues  arising   common   DoD.   While   the   ScrumMaster  
from  the  use  of  a  virtual  tool  t ransparent   might   be   the   facilitator   for   establishing  
so   that   the   Scrum  Team  can   inspect   and   the   DoD,   other   members   of   the   Scrum  
adapt.   Team  could  a lso  facilitate.  

If  the  Definition  of  Done  is  enhanced  

over  a  period  of  time,  what  happens  to   We   do   not   have   a   Definition   of   Done,  
the  previously  completed  items   are  we  doing  Scrum?  
How  Definition  of  Done  is  different  from   (Increment)?  
Acceptance  Criteria?   There   probably   is   a   Definition   of   Done,  
The  DOD  is  applied  to  the  increment  and   it’s   just   not   formalized.   The   degree   of  
Acceptance   criteria   is   for   the   you   will   have   only   one   increment   at   any   formality  required   is  determined  by  the  
functionality  and  DOD  is  for  the  quality.   point   and   that   increment   should   meet   self-­‐organized   Scrum   Team.   It   can   be   a  
DoD   applies   to   all   PBIs.   Acceptance   the  then  DOD.  So  if  the  DOD  is  enhanced   verbal  agreement  within  the  Scrum  t eam  
criteria   are   specific   to   a   single   PBI.   For   to   improve   quality,   the   Development   on   what   is   their   Definition   of   Done.  
something   to   be   “done”   it   needs   to   team  may  plan  their   work  accordingly  to   However,  if  you  do  not  have  the  shared  
satisfy   both   the   DoD   and   Acceptance   ensure   the   increment   meets   the   DOD   understanding   of   what   “Done”   and  
Criteria.   including  the  items  that  were  completed   creating   increments,   you   will   be   soon  
earlier.   In   that   case   they   may   take   less   forced   to   have   a   Definition   of   Done  
items  and  focus  on  making   sure  the  old   naturally.  
items  meet  the  current  DOD.  
    
The  Product  increment  is  not  meeting  
the  Definition  of  Done  and  our  Product   If  there  is  Technical  debt,  can  increment  
owner  w ants  to  release  the  increment.   be  released?  
Is  it  fine?  
Yes.   The   Product   owner   decides   to   Can  the  Definition  of  Done  be  changed  
Technically  “no”.   Product  owner   should   release   an   increment   or   not.   While   we  
during  the  Sprint  Planning?  
have   clarity   on   the   consequences   of   would   want   to   keep   technical   debt   as  
releasing  a  Product  increment  that  is  not   close   to   zero   as   possible   there   a re   likely   Yes.   As   long   as   we   have   a   clear  
meeting   the   definition   of   done   and   the   aspects   of   our   development   that   are   understanding  of  the  Definition  of  Done  
Development   team   can   explain   that   to   accruing   technical   debt   without   our   by   the   time   we   are   exiting   the   Sprint  
the  Product  o wner.     awareness.   As   we   become   aware   we   Planning   with   our   forecast  
should  take  steps  (updated  DoD  o r  other   (commitment)  based  on  the  current  DoD  
Ultimately  releasing  increment  or  not  is   standards,   refactoring,   etc.)   to   assure   changing  it  during  Sprint  Planning  is  fine.  
a   decision   of   the   Product   Owner,   so   I   they  don’t   continue  to  propagate  and  to  
could   imagine   a   situation   when   a   bring   down   the   technical   debt   when  
Product  Owner   m ight  want   to   decide   to   appropriate.  
release  something  that  isn’t  “done”.    

Sometimes   it’s   tough   to   come   up   with  

single  Sprint   Goal,  w hat  w ill  I  do  in   that  
being  Scrum  Master?  
If  the  Sprint  goal  w ill  be  endangered  and   Can   I   produce   increment   without   a  
I  have   to   make   the   change   to  Definition   The   Product   Owner   works   with   the  
Sprint  Goal?  
Development  Team  to   establish  the  goal  
of  Done,  can  I  go  ahead  and  change?  
for   the   Sprint,   which   helps   guide   the   The  increment   is  the  sum  of  the  Product  
No.   The   Development   Team   might   team  to  p roduce  the  d esired  outcome  for   Backlog  Items  that  have  been  completed  
negotiate  scope  with  the  Product  Owner,   the   Sprint.   If   there’s   no   Sprint   Goal   in  the  Sprint  p lus  any  existing  increment,  
but   the   DoD   shouldn’t   change   in   this   established  I  m ight  ask  questions  to  help   so   yes,   it   is   possible   to   produce   an  
scenario.   establish   the   purpose   and   need   for   the   Increment  without  a  formal  Sprint  goal.    
Sprint  Goal  and  perhaps  introduce  tools  
that   would   facilitate   discover   and  
development  of  the  Sprint  Goal.  

My   Product   Owner   has   left   (quit)  

yesterday  and  today  is  planning.  How  to  
proceed?  

Did   you   discuss   what   to   do   next   in   the  

last   Sprint   review?   If   yes,   you   can   start   Why   do   we   consider   latest   product  
plan   the   sprint   and   Scrum   Master   can   increment  as  input  for  sprint  planning?  
Can  others  join  Sprint  planning?    
discuss  with   management   and   try   to   get   Because   we’ll   be   building   upon   it,   and  
Yes,  if   it  helps,   “At  the  discretion  of  the   a  Product  Owner.  If  not,  then  the  p roduct   feedback  on  the  increment  both  in  t erms  
Scrum  Team”   increment  you  a re  going  to  build  may  not   of   technical   and   functional   discoveries  
meet  the  expectations.  Product  Owner  is   should  inform  our  Sprint  Planning.  
required  for  Sprint  Planning.  

We  might  p roceed  making  our  best  guess  

and  follow  up  with  the  Product  Owner  as  
soon  as  someone  in  that  role  is  available.  
    

What   is   the   best   way   to   measure   How   much  is  the   standard  C apacity  of   a  
Performance?   team  member  per  day?  

What   performance?   If   product,   what   The   best   and   short   answer   is   “ask   the  
Can  Definition  of  Done  be  an  input  for  
about  clients  paying  for   it  (or  even  pre-­‐ team”.  
Sprint  Planning?  
paying   for   it),   product   uptake/usage,  
Individuals  and  Interactions  over  Process  
stickiness,   etc.   Comparing   the   While   the   Development   team   forecasts  
and  Tools  -­‐-­‐  focusing  on  Individuals.  Why  
Development  Team   whether  within  the   the   functionality   for   the   Sprint,   they  
would   you   want   to   know   standard  
Development   Team   or   across   consider   Definition   of   Done.   So   yes,  
capacity?   What   drawbacks   are   there   to  
Development   Teams   often   leads   to   implicitly   the   Definition   of   Done   is   an  
measuring  this?   What  options   might  be  
disfunction;  I   would   be  curious   why   this   input  to  the  Sprint  Planning.  
more   suitable   in   a   self-­‐organizing  
type  of  measurement  would  be  required  
context?    
and   help   discover   the   pluses   and  
minuses  to  different  approaches.    

If   team   is   distributed   in   two  

geographical   Locations,   that   do   not   What  if  purpose  is  already  attained  in   a   What   if   Planning   is   going   beyond  
have  overlapping   time,   how   to  conduct   different   means,   can   team   skip   this   Timebox?  
Sprint  Planning?   Sprint  Planning  meeting?   Scrum   Master   should   teach   the  
The   self-­‐organizing   Scrum   Team   should   No,   Scrum   events   are   formal   participants   how   to   keep   it   in   timebox.  
figure   out   how   to   conduct   Sprint   opportunities   to   inspect   and   adapt   May   be   focus   on   effective   Product  
Planning   without   breaking   the   required   something.   They   bring   regularity   and   Backlog   Refinement,   during   the   How  
characteristics   (full   team   participation),   enhance   focus   and   transparency.   So   part,  t eam  may  be  trying  to  create  all  the  
with   support   from   the   ScrumMaster   as   instead   of   doing   something   else   it   is   Product   Backlog  Item’s  tasks,  which  may  
necessary.     better  to  follow  Scrum  events  so  that  the   be  done  during  the  sprint  execution  also.  
Inspect   and   adapt   until   they   find   a   need   for   other   meetings   can   be  
Going  beyond  the  timebox   is  an   inspect  
working   method   for   conducting   Sprint   minimized.  
and  adapt  opportunity.  

Planning.  

Can  a  manager  attend  Daily  Scrum?  

If   it   helps,   a   manager   can   attend   Daily  

What  is  Definition  Of  ready?  
Scrum   as   observer,   but   she/he   cannot  
Is  there  Sprint  0?   There  is  no  standard  ‘Definition  of  Ready’   participate  and   interfere.   Daily  Scrum   is  
as  p er  Scrum  Guide.   As  per   Scrum  Guide   more   effective   when   the   Development  
No.  There  is  no  Sprint   0,  but  Scrum  does   Product   Backlog   Items   are   supposed   to   team   members   have   this   without   any  
not  prescribe  what  you  should  do  b efore   be   deemed   Ready   to   bring   inside   the   outsiders.  
the  first  Sprint.  You  need  to  have  a  basic  
Sprint   (that   means   by   the   time   Scrum  
infrastructure   and   architecture   to   start   While  managers  are  still  common  in  most  
team  comes  for  Sprint  planning).  
creating   potentially   releasable   organizations,   they   are   not   required   by  
increment.   So   teams   will   spend   some   Scrum  t eams  can  a gree  on  the  criteria  for   Scrum.    
time  to  get  this  in  p lace  b efore  they  start   this  and  they  may   call   it  as   “Definition  of  
There   are   successful   examples   of  
sprinting.     Ready”,   but   as   m entioned   above,  Scrum  
organizations   where   this   traditional  
does   not   prescribe   any   Definition   of  
organizational  structure  is  not  the  norm,  
Ready  a s  Scrum  is  a  framework.  
and  looking  at  them  might  be  useful  for  
organizations   interested   in   accelerating  
their  A gility.  
  

 
If  the  Development  team  is  not  able  to  
  Our  team   talks  every  day,  still  do   they   Can   some   members   not   attend   and   deliver   done   increment,   do   they   need  
need  Daily  Scrum?  
  share  their  updates  via  e mail?   Sprint  Review?  
Yes.   Each   event   has   a   specific   purpose,  
  What   is   Agile   p rinciple   number   #6  (face-­‐ Yes,  they  still  should  go  ahead  with  sprint  
and  the  purpose  of  the  Daily  Scrum  goes  
to-­‐face   communication)?   Ideally   all   review   in   order   to   increase   the  
  beyond  “everybody  talks”.  It   is  a  specific  
Development   team   members   have   to   transparency  and  continued  t rust.  
inspect  and  adapt  opportunity  and  a  way  
  attend   the   Daily   Scrum   in   normal  
to   assure   that   everyone   has   The   Sprint   Review   is   a   key   inspect   and  
conditions.   If   someone   is   sick   or   has  
  transparency  while  minimizing  breaking   adapt  point,  and  no  increment  available  
some  personal  issue,  then  it  is  okay.  
focus.     would  be  high  transparency  of  a  critical  
 
Daily  Scrum  is  for  the  development  t eam   issue   that   needs   to   be   inspected   and  
It   helps   increasing   the   probability   of  
  talks  to  d evelopment  t eam.   adaptations   made   to   prevent  
meeting  the  Sprint  goal.  
continuation  or  recurrence  of  the  issue.  
 

  Can  Sprint   review  and   Retrospective   be  

 
combined  and  completed  in  less  time?  
Is  Sprint  Demo  and  Sprint  Review  Same?   No,  the  purpose  and  participants  of  both   Can  a  manager  be  part  of  the  Retro?  
 
are   entirely  d ifferent.  Sprint  Review   is  to  
  As  you  can  see,  there  is  no  “Sprint  Demo”   inspect   the   increment   and   adapt   the  
Retrospective   is   for   the   Scrum   team   to  
in   Scrum.   The   Sprint   Review   often   inspect   and   adapt   itself.   In   my  
  includes  a  demonstration  of  the  p roduct   product  backlog  and  Sprint  retrospective  
experience   the   Scrum   team   does   not  
is  to  inspect  and  adapt  Scrum  team  itself,  
  increment,   but   may  include   other   topics   moreover,  for   Review  along   with   Scrum  
open   when   some   leaders   attend   the  
as   well.   So,   demo   is   a   part   of   Sprint   retrospective,  so  they  may  not  b e  willing  
  Review.   team   the   stakeholders   also   will  
to  open  on  systemic  impediments.  
participate  but  the  Sprint  retrospective  is  
  the   private   meeting   of   Scrum   team.  
 
Hence  both  cannot  b e  combined.  

 
Our   Scrum   team   is   distributed   across  
  In   my   company   we   have   Sprint   two   locations,   is   it   okay   if   we   have  
Retrospective   for   every   2   Sprints   in   separate  retrospective  for  both  teams?  
  Our  team  is  doing  well,  do  we   still   need  
order   to   use   that   time   to   improve   the  
This   clearly   highlights   lack   of  
  retrospective?   productivity.  It  is  w orking  fine.  Is  it  fine?   transparency.   So,   Scrum   Master   must  
  Continuous   improvement   is   a   journey,   It  is  not  fine,  the  productivity  gain  you  get   identify  practices  that  will  help  to  bring  
not   a   destination.   Hence,   retrospective   both  teams  as  close  as  possible  
  helps   Scrum   teams   to   identify   may  be  very  minimal   when  compared  to  
the  loss  of  improvement  opportunity  you  
  improvements   which   help   them   to   I   would   be  curious   about   any   issues   that  
lost   due   to   this   inconsistent  
become  great.   have   surfaced   with   this   approach,  
  retrospective.   including   the   feeling   of   being   “one  
 
  team”.   Investigating   alternatives   might  
also  b e  interesting.  
 
  

Every  card  backside  should  have  the  below  

 
 

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