Scrum Gide 2017 Vs 2020

Scrum Guide 2017 Scrum Guide 2020
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page 5 See page 3, "Scrum Theory", paragraph 3: "Scrum combines four formal events for inspection and adaptation within a containing event, the Sprint..."
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page 7 See page 5, "Scrum Team", paragraph 3: "The Scrum Team is small enough to remain nimble and large enough to complete significant work within a Sprint, typically 10 or fewer people. In general, we have
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See 7 8, "The Scrum Master serves the Development Team in several ways, including: page 6
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page 8 See page 6, "The Scrum Master serves the Scrum Team in several ways, including:
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page 10 See page 7, "The Sprint":
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page 11 See page 11, "Commitment: Sprint Goal": "The Sprint Goal is the single objective for the Sprint. Although the Sprint Goal is a commitment by the Developers, it provides flexibility in terms of the exact work
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page 16 See page 10, "Scrum Artifacts", paragraph 2: "Each artifact contains a commitment ... against which progress can be measured..."
page 16 page 11
See page 11, "Sprint Goal": "The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Development Team on why it is page 11
page 17 See page 10, "Scrum Artifacts"
page 17 page 11
See page 18, "Definition of Done": "When a Product Backlog item or an Increment is described as “Done”, everyone must understand what “Done” means. Although this may vary significantly per Scrum page 12
page 17 See page 3 "Transparency": "... With Scrum, important decisions are based on the perceived state of its three formal artifacts. Artifacts that have low transparency can lead to decisions that diminish value and
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The 2020 Scrum Guide is available at https://scrumguides.org/
Scrum Guide 20Scrum Guide 2020
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The Scrum Guide™
The Definitive Guide to Scrum: The Rules of the Game
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Developed and sustained by Scrum creators: Ken Schwaber and Jeff Sutherland
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Ken Schwaber & Jeff Sutherland
The Scrum Guide
The Definitive Guide to Scrum: The Rules of the Game
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page 2
Table of Contents
Purpose of the Scrum Guide, 3

Definition of Scrum, 3
Uses of Scrum, 4
Scrum Theory, 4
Scrum Values, 5
The Scrum Team, 6
The Product Owner, 6
The Development Team, 7
The Scrum Master, 7
Scrum Events, 9
The Sprint, 9
Sprint Planning, 10
Daily Scrum, 12
Sprint Review, 13
Sprint Retrospective, 14
Scrum Artifacts, 14
Product Backlog, 15
Sprint Backlog, 16
Increment, 17
Artifact Transparency, 17
Definition of "Done", 18
End Note, 19
Acknowledgements, 19
People, 19
History, 19
page 2
Purpose of the Scrum Guide, 1

Scrum Definition, 3
Scrum Theory, 3
Transparency, 3
Inspection, 4
Adaptation, 4
Scrum Values, 4
Scrum Team, 5
Developers, 5
Product Owner, 5
Scrum Master, 6
Scrum Events, 7
The Sprint, 7
Sprint Planning, 8
Daily Scrum, 9
Sprint Review, 9
Sprint Retrospective, 10
Scrum Artifacts, 10
Product Backlog, 10
Commitment: Product Goal, 11
Sprint Backlog, 11
Commitment: Sprint Goal, 11
Increment, 11
Commitment: Definition of Done, 12
End Note, 13
Acknowledgements, 13
People, 13
Scrum Guide History, 13
page 3
Purpose of the Scrum Guide
Scrum is a framework for developing, delivering, and sustaining complex products. This Guide contains the definitio
page 1
Purpose of the Scrum Guide
We developed Scrum in the early 1990s. We wrote the first version of the Scrum Guide in 2010 to help people worl
The Scrum Guide contains the definition of Scrum. Each element of the framework serves a specific purpose that is
We follow the growing use of Scrum within an ever-growing complex world. We are humbled to see Scrum being ad
As Scrum is being used, patterns, processes, and insights that fit the Scrum framework as described in this docume
Ken Schwaber & Jeff Sutherland July 2020
page 3
Definition of Scrum
Scrum (n): A framework within which people can address complex adaptive problems, while productively and creati
Scrum is:
Lightweight
Simple to understand
Difficult to master
Scrum is a process framework that has been used to manage work on complex products since the early 1990s. Scr
The Scrum framework consists of Scrum Teams and their associated roles, events, artifacts, and rules. Each comp
The rules of Scrum bind together the roles, events, and artifacts, governing the relationships and interaction betwee
Specific tactics for using the Scrum framework vary and are described elsewhere.
page 3
Scrum Definition
Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solu
In a nutshell, Scrum requires a Scrum Master to foster an environment where:
A Product Owner orders the work for a complex problem into a Product Backlog.
The Scrum Team turns a selection of the work into an Increment of value during a Sprint.
The Scrum Team and its stakeholders inspect the results and adjust for the next Sprint.
Repeat
Scrum is simple. Try it as is and determine if its philosophy, theory, and structure help to achieve goals and create v
Various processes, techniques and methods can be employed within the framework. Scrum wraps around existing
page 4
Uses of Scrum
Scrum was initially developed for managing and developing products. Starting in the early 1990s, Scrum has been
Research and identify viable markets, technologies, and product capabilities;

Develop products and enhancements;
Release products and enhancements, as frequently as many times per day;
Develop and sustain Cloud (online, secure, on-demand) and other operational environments for product use; and,
Sustain and renew products.
Scrum has been used to develop software, hardware, embedded software, networks of interacting function, autono
As technology, market, and environmental complexities and their interactions have rapidly increased, Scrum’s utility
Scrum proved especially effective in iterative and incremental knowledge transfer. Scrum is now widely used for pro
The essence of Scrum is a small team of people. The individual team is highly flexible and adaptive. These strength
When the words “develop” and “development” are used in the Scrum Guide, they refer to complex work, such as th
page 4
Scrum Theory
Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes fro
Three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation.
page 3
Scrum Theory
Scrum is founded on empiricism and lean thinking. Empiricism asserts that knowledge comes from experience and
Scrum employs an iterative, incremental approach to optimize predictability and to control risk. Scrum engages grou
Scrum combines four formal events for inspection and adaptation within a containing event, the Sprint. These even
page 5
Transparency
Significant aspects of the process must be visible to those responsible for the outcome. Transparency requires thos
For example
A common language referring to the process must be shared by all participants; and,
Those performing the work and those inspecting the resulting increment must share a common definition of “Done”.
page 3
Transparency
The emergent process and work must be visible to those performing the work as well as those receiving the work. W
Transparency enables inspection. Inspection without transparency is misleading and wasteful.
page 5
Inspection
Scrum users must frequently inspect Scrum artifacts and progress toward a Sprint Goal to detect undesirable varian
page 4
Inspection
The Scrum artifacts and the progress toward agreed goals must be inspected frequently and diligently to detect pot
Inspection enables adaptation. Inspection without adaptation is considered pointless. Scrum events are designed to
page 5
Adaptation
If an inspector determines that one or more aspects of a process deviate outside acceptable limits, and that the res
page 4
Adaptation
If any aspects of a process deviate outside acceptable limits or if the resulting product is unacceptable, the process
Adaptation becomes more difficult when the people involved are not empowered or self-managing. A Scrum Team
page 5
Scrum prescribes four formal events for inspection and adaptation, as described in the Scrum Events section of this
Sprint Planning
Daily Scrum
Sprint Review
Sprint Retrospective
see page 3, "Scrum Theory", paragraph 3: "Scrum combines four formal events for inspection and adaptation within
page 5
Scrum Values
When the values of commitment, courage, focus, openness and respect are embodied and lived by the Scrum Team
Successful use of Scrum depends on people becoming more proficient in living these five values. People personally
page 4
Scrum Values
Successful use of Scrum depends on people becoming more proficient in living five values:
Commitment, Focus, Openness, Respect, and Courage

The Scrum Team commits to achieving its goals and to supporting each other. Their primary focus is on the work o
These values give direction to the Scrum Team with regard to their work, actions, and behavior. The decisions that
page 6
The Scrum Team
The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master. Scrum Teams are se
Scrum Teams deliver products iteratively and incrementally, maximizing opportunities for feedback. Incremental de
page 5
Scrum Team
The fundamental unit of Scrum is a small team of people, a Scrum Team. The Scrum Team consists of one Scrum
Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint.
The Scrum Team is small enough to remain nimble and large enough to complete significant work within a Sprint, ty
The Scrum Team is responsible for all product-related activities from stakeholder collaboration, verification, mainten
The entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint. Scrum defines three s
page 6
The Product Owner
The Product Owner is responsible for maximizing the value of the product resulting from work of the Development T
The Product Owner is the sole person responsible for managing the Product Backlog. Product Backlog managemen
Clearly expressing Product Backlog items;

Ordering the items in the Product Backlog to best achieve goals and missions;
Optimizing the value of the work the Development Team performs;
Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will wor
Ensuring the Development Team understands items in the Product Backlog to the level needed.
The Product Owner may do the above work, or have the Development Team do it. However, the Product Owner rem
The Product Owner is one person, not a committee. The Product Owner may represent the desires of a committee
For the Product Owner to succeed, the entire organization must respect his or her decisions. The Product Owner’s
page 5
Product Owner
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Tea
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 O
For Product Owners to succeed, the entire organization must respect their decisions. These decisions are visible in
The Product Owner is one person, not a committee. The Product Owner may represent the needs of many stakeho
page 7
The Development Team
The Development Team consists of professionals who do the work of delivering a potentially releasable Increment o
Development Teams are structured and empowered by the organization to organize and manage their own work. T
Development Teams have the following characteristics:

They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Bac
Development Teams are cross-functional, with all the skills as a team necessary to create a product Increment;
Scrum recognizes no titles for Development Team members, regardless of the work being performed by the person
Scrum recognizes no sub-teams in the Development Team, regardless of domains that need to be addressed like t
Individual Development Team members may have specialized skills and areas of focus, but accountability belongs
page 5
Developers
Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment eac
The specific skills needed by the Developers are often broad and will vary with the domain of work. However, the D
Creating a plan for the Sprint, the Sprint Backlog;

Instilling quality by adhering to a Definition of Done;
Adapting their plan each day toward the Sprint Goal; and,
Holding each other accountable as professionals.
page 7
Development Team Size
Optimal Development Team size is small enough to remain nimble and large enough to complete significant work w
compare with page 5, "Scrum Team", paragraph 3: "The Scrum Team is small enough to remain nimble and large e
page 7
The Scrum Master
The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. Scrum Maste
The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps those outside the Scrum Team
page 6
Scrum Master
The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping ev
The Scrum Master is accountable for the Scrum Team’s effectiveness. They do this by enabling the Scrum Team to
Scrum Masters are true leaders who serve the Scrum Team and the larger organization.
compare with page 8, "The Scrum Master serves the Development Team in several ways, including:
Coaching the Development Team in self-organization and cross-functionality;

Helping the Development Team to create high-value products;
Removing impediments to the Development Team’s progress;
Facilitating Scrum events as requested or needed; and,
Coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and under
compare with page 6, 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 to the Scrum Team’s progress; and,
Ensuring that all Scrum events take place and are positive, productive, and kept within the timebox.
compare with page 7, The Sprint", last paragraph:
A Sprint could be cancelled if the Sprint Goal becomes obsolete. Only the Product Owner has the authority to cance
page 10
Sprint Planning
The work to be performed in the Sprint is planned at the Sprint Planning. This plan is created by the collaborative w
Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is
Sprint Planning answers the following:
What can be delivered in the Increment resulting from the upcoming Sprint?
How will the work needed to deliver the Increment be achieved?
page 8
Sprint Planning
Sprint Planning initiates the Sprint by laying out the work to be performed for the Sprint. This resulting plan is create
The Product Owner ensures that attendees are prepared to discuss the most important Product Backlog items and
Sprint Planning addresses the following topics:
page 8
Topic One: Why is this Sprint valuable?
The Product Owner proposes how the product could increase its value and utility in the current Sprint. The whole S
page 10
Topic One: What can be done this Sprint?
The Development Team works to forecast the functionality that will be developed during the Sprint. The Product Ow
The input to this meeting is the Product Backlog, the latest product Increment, projected capacity of the Developme
During Sprint Planning the Scrum Team also crafts a Sprint Goal. The Sprint Goal is an objective that will be met w
page 8
Topic Two: What can be Done this Sprint?
Through discussion with the Product Owner, the Developers select items from the Product Backlog to include in the
Selecting how much can be completed within a Sprint may be challenging. However, the more the Developers know
page 11
Topic Two: How will the chosen work get done?
Having set the Sprint Goal and selected the Product Backlog items for the Sprint, the Development Team decides h
The Development Team usually starts by designing the system and the work needed to convert the Product Backlo
The Product Owner can help to clarify the selected Product Backlog items and make trade-offs. If the Development
By the end of the Sprint Planning, the Development Team should be able to explain to the Product Owner and Scru
page 8
Topic Three: How will the chosen work get done?
For each selected Product Backlog item, the Developers plan the work necessary to create an Increment that meet
The Sprint Goal, the Product Backlog items selected for the Sprint, plus the plan for delivering them are together re
Sprint Planning is timeboxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is u
page 11
Sprint Goal
The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It
As the Development Team works, it keeps the Sprint Goal in mind. In order to satisfy the Sprint Goal, it implements
see page 11, "Commitment: Sprint Goal": "The Sprint Goal is the single objective for the Sprint. Although the Sprint
The Sprint Goal is created during the Sprint Planning event and then added to the Sprint Backlog. As the Develope
page 12
Daily Scrum
The Daily Scrum is a 15-minute time-boxed event for the Development Team. The Daily Scrum is held every day of
The Development Team uses the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progre
The structure of the meeting is set by the Development Team and can be conducted in different ways if it focuses o
What did I do yesterday that helped the Development Team meet the Sprint Goal?
What will I do today to help the Development Team meet the Sprint Goal?
Do I see any impediment that prevents me or the Development Team from meeting the Sprint Goal?
The Development Team or team members often meet immediately after the Daily Scrum for detailed discussions, o
The Scrum Master ensures that the Development Team has the meeting, but the Development Team is responsible
The Daily Scrum is an internal meeting for the Development Team. If others are present, the Scrum Master ensures
Daily Scrums improve communications, eliminate other meetings, identify impediments to development for removal
page 9
Daily Scrum
The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as nece
The Daily Scrum is a 15-minute event for the Developers of the Scrum Team. To reduce complexity, it is held at the
The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on p
Daily Scrums improve communications, identify impediments, promote quick decision-making, and consequently eli
The Daily Scrum is not the only time Developers are allowed to adjust their plan. They often meet throughout the da
page 13
Sprint Review
A Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. D
This is at most a four-hour meeting for one-month Sprints. For shorter Sprints, the event is usually shorter. The Scr
The Sprint Review includes the following elements:
Attendees include the Scrum Team and key stakeholders invited by the Product Owner;
The Product Owner explains what Product Backlog items have been “Done” and what has not been “Done”;
The Development Team discusses what went well during the Sprint, what problems it ran into, and how those probl
The Development Team demonstrates the work that it has “Done” and answers questions about the Increment;
The Product Owner discusses the Product Backlog as it stands. He or she projects likely target and delivery dates b
The entire group collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent S
Review of how the marketplace or potential use of the product might have changed what is the most valuable thing
Review of the timeline, budget, potential capabilities, and marketplace for the next anticipated releases of functiona
The result of the Sprint Review is a revised Product Backlog that defines the probable Product Backlog items for the
page 9
Sprint Review
The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. The Scr
During the event, the Scrum Team and stakeholders review what was accomplished in the Sprint and what has cha
The Sprint Review is the second to last event of the Sprint and is timeboxed to a maximum of four hours for a one-m
page 14
The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements
The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning. This is at most a thre
The Scrum Master ensures that the meeting is positive and productive. The Scrum Master teaches all to keep it wit
The purpose of the Sprint Retrospective is to:
Inspect how the last Sprint went with regards to people, relationships, process, and tools;
Identify and order the major items that went well and potential improvements; and,
Create a plan for implementing improvements to the way the Scrum Team does its work.
The Scrum Master encourages the Scrum Team to improve, within the Scrum process framework, its development
By the end of the Sprint Retrospective, the Scrum Team should have identified improvements that it will implement
page 10
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 th
The Scrum Team identifies the most helpful changes to improve its effectiveness. The most impactful improvement
The Sprint Retrospective concludes the Sprint. It is timeboxed to a maximum of three hours for a one-month Sprint.
page 14
Scrum Artifacts
Scrum’s artifacts represent work or value to provide transparency and opportunities for inspection and adaptation. A
page 10
Scrum Artifacts
Scrum’s artifacts represent work or value. They are designed to maximize transparency of key information. Thus, e
Each artifact contains a commitment to ensure it provides information that enhances transparency and focus agains
For the Product Backlog it is the Product Goal.

For the Sprint Backlog it is the Sprint Goal.
For the Increment it is the Definition of Done.
These commitments exist to reinforce empiricism and the Scrum values for the Scrum Team and their stakeholders
page 15
Product Backlog
The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single sourc
A Product Backlog is never complete. The earliest development of it lays out the initially known and best-understoo
The Product Backlog lists all features, functions, requirements, enhancements, and fixes that constitute the change
As a product is used and gains value, and the marketplace provides feedback, the Product Backlog becomes a larg
Multiple Scrum Teams often work together on the same product. One Product Backlog is used to describe the upco
Product Backlog refinement is the act of adding detail, estimates, and order to items in the Product Backlog. This is
Higher ordered Product Backlog items are usually clearer and more detailed than lower ordered ones. More precise
The Development Team is responsible for all estimates. The Product Owner may influence the Development Team
page 10
Product Backlog
The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source o
Product Backlog items that can be Done by the Scrum Team within one Sprint are deemed ready for selection in a
The Developers who will be doing the work are responsible for the sizing. The Product Owner may influence the De
page 11
Commitment: Product Goal
The Product Goal describes a future state of the product which can serve as a target for the Scrum Team to plan ag
A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined users or customer
The Product Goal is the long-term objective for the Scrum Team. They must fulfill (or abandon) one objective before
page 16
Monitoring Progress Toward Goals
At any point in time, the total work remaining to reach a goal can be summed. The Product Owner tracks this total w
Various projective practices upon trending have been used to forecast progress, like burn-downs, burn-ups, or cum
compare with page 10, "Scrum Artifacts", paragraph 2: "Each artifact contains a commitment ... against which progr
and
page 11, "Commitment: Product Goal"
and
page 7, "The Sprint", 2nd to last paragraph: "Various practices exist to forecast progress, like burn-downs, burn-ups
page 16
Sprint Backlog
The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product
The Sprint Backlog makes visible all the work that the Development Team identifies as necessary to meet the Sprin
The Sprint Backlog is a plan with enough detail that changes in progress can be understood in the Daily Scrum. Th
As new work is required, the Development Team adds it to the Sprint Backlog. As work is performed or completed,
page 11
Sprint Backlog
The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (w
The Sprint Backlog is a plan by and for the Developers. It is a highly visible, real-time picture of the work that the De
compare with page 11, "Sprint Goal": "The Sprint Goal is an objective set for the Sprint that can be met through the
page 11
Commitment: Sprint Goal
The Sprint Goal is the single objective for the Sprint. Although the Sprint Goal is a commitment by the Developers,
The Sprint Goal is created during the Sprint Planning event and then added to the Sprint Backlog. As the Develope
page 17
Monitoring Sprint Progress
At any point in time in a Sprint, the total work remaining in the Sprint Backlog can be summed. The Development Te
compare with page 10, "Scrum Artifacts"

Each artifact contains a commitment ... against which progress can be measured...
and
page 11, "Commitment: Sprint Goal"
page 17
Increment
The Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the incremen
page 11
Increment
An Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Incremen
Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review th
Work cannot be considered part of an Increment unless it meets the Definition of Done.
compare with page 18, "Definition of Done": "When a Product Backlog item or an Increment is described as “Done”
The same definition guides the Development Team in knowing how many Product Backlog items it can select durin
Development Teams deliver an Increment of product functionality every Sprint. This Increment is useable, so a Pro
If "Done" for an increment is not a convention of the development organization, the Development Team of the Scrum
Each Increment is additive to all prior Increments and thoroughly tested, ensuring that all Increments work together
As Scrum Teams mature, it is expected that their definitions of “Done” will expand to include more stringent criteria
page 12
Commitment: Definition of Done
The Definition of Done is a formal description of the state of the Increment when it meets the quality measures requ
The moment a Product Backlog item meets the Definition of Done, an Increment is born.
The Definition of Done creates transparency by providing everyone a shared understanding of what work was comp
If the Definition of Done for an increment is part of the standards of the organization, all Scrum Teams must follow i
The Developers are required to conform to the Definition of Done. If there are multiple Scrum Teams working togeth
page 17
Artifact Transparency
Scrum relies on transparency. Decisions to optimize value and control risk are made based on the perceived state o
The Scrum Master must work with the Product Owner, Development Team, and other involved parties to understan
The Scrum Master’s job is to work with the Scrum Team and the organization to increase the transparency of the ar
compare with page 3 "Transparency": "... With Scrum, important decisions are based on the perceived state of its th
and
compare with page 10, "Scrum Artifacts": "Scrum's artifacts represent work or value. They are designed to maximiz
page 18
Definition of "Done"
When a Product Backlog item or an Increment is described as “Done”, everyone must understand what “Done” mea
The same definition guides the Development Team in knowing how many Product Backlog items it can select durin
Development Teams deliver an Increment of product functionality every Sprint. This Increment is useable, so a Pro
If "Done " for an increment is not a convention of the development organization, the Development Team of the Scru
Each Increment is additive to all prior Increments and thoroughly tested, ensuring that all Increments work together
As Scrum Teams mature, it is expected that their definitions of “Done” will expand to include more stringent criteria
see page 12, "Commitment: Definition of Done": "The Definition of Done is a formal description of the state of the In
The moment a Product Backlog item meets the Definition of Done, an Increment is born.
The Definition of Done creates transparency by providing everyone a shared understanding of what work was comp
If the Definition of Done for an increment is part of the standards of the organization, all Scrum Teams must follow i
The Developers are required to conform to the Definition of Done. If there are multiple Scrum Teams working togeth
page 19
End Note
Scrum is free and offered in this Guide. Scrum’s roles, events, artifacts, and rules are immutable and although impl
page 13
End Note
Scrum is free and offered in this Guide. The Scrum framework, as outlined herein, is immutable. While implementin
page 19
Acknowledgements
People
Of the thousands of people who have contributed to Scrum, we should single out those who were instrumental at th
page 13
Acknowledgements
People
Of the thousands of people who have contributed to Scrum, we should single out those who were instrumental at th
page 19
History
Ken Schwaber and Jeff Sutherland worked on Scrum until 1995, when they co-presented Scrum at the OOPSLA C
The history of Scrum is described elsewhere. To honor the first places where it was tried and refined, we recognize
The Scrum Guide documents Scrum as developed, evolved, and sustained for 20-plus years by Jeff Sutherland and
page 13
Scrum Guide History
Ken Schwaber and Jeff Sutherland first co-presented Scrum at the OOPSLA Conference in 1995. It essentially doc
The Scrum Guide documents Scrum as developed, evolved, and sustained for 30-plus years by Jeff Sutherland and
The complete history of Scrum is described elsewhere. To honor the first places where it was tried and proven, we
© 2017 Ken Schwaber and Jeff Sutherland. Offered for license under the Attribution Share-Alike license of Creative
© 2020 Ken Schwaber and Jeff Sutherland. This publication is offered for license under the Attribution Share-Alike
The 2020 Scrum Guide is available at https://scrumguides.org/

Guide contains the definition of Scrum. This definition consists of Scrum’s roles, events, artifacts, and the rules that bind them
in 2010 to help people worldwide understand Scrum. We have evolved the Guide since then through small, functional updates
es a specific purpose that is essential to the overall value and results realized with Scrum. Changing the core design or ideas o
mbled to see Scrum being adopted in many domains holding essentially complex work, beyond software product development w
as described in this document, may be found, applied and devised. Their description is beyond the purpose of the Scrum Guid
while productively and creatively delivering products of the highest possible value.
s since the early 1990s. Scrum is not a process, technique, or definitive method. Rather, it is a framework within which you can
facts, and rules. Each component within the framework serves a specific purpose and is essential to Scrum’s success and usag
ships and interaction between them. The rules of Scrum are described throughout the body of this document.
value through adaptive solutions for complex problems.
o achieve goals and create value. The Scrum framework is purposefully incomplete, only defining the parts required to impleme
crum wraps around existing practices or renders them unnecessary. Scrum makes visible the relative efficacy of current manag
rly 1990s, Scrum has been used extensively, worldwide, to:
ments for product use; and,
interacting function, autonomous vehicles, schools, government, marketing, managing the operation of organizations and almo
dly increased, Scrum’s utility in dealing with complexity is proven daily.
m is now widely used for products, services, and the management of the parent organization.
nd adaptive. These strengths continue operating in single, several, many, and networks of teams that develop, release, operat
o complex work, such as those types identified above.
s that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremen
spection, and adaptation.
comes from experience and making decisions based on what is observed. Lean thinking reduces waste and focuses on the ess
rol risk. Scrum engages groups of people who collectively have all the skills and expertise to do the work and share or acquire s
ent, the Sprint. These events work because they implement the empirical Scrum pillars of transparency, inspection, and adapta
Transparency requires those aspects be defined by a common standard so observers share a common understanding of what
ommon definition of “Done”.
s those receiving the work. With Scrum, important decisions are based on the perceived state of its three formal artifacts. Artifa
to detect undesirable variances. Their inspection should not be so frequent that inspection gets in the way of the work. Inspect
y and diligently to detect potentially undesirable variances or problems. To help with inspection, Scrum provides cadence in the
crum events are designed to provoke change.
table limits, and that the resulting product will be unacceptable, the process or the material being processed must be adjusted.
s unacceptable, the process being applied or the materials being produced must be adjusted. The adjustment must be made as
-managing. A Scrum Team is expected to adapt the moment it learns anything new through inspection.
Scrum Events section of this document:
ection and adaptation within a containing event, the Sprint..."
and lived by the Scrum Team, the Scrum pillars of transparency, inspection, and adaptation come to life and build trust for ever
ve values. People personally commit to achieving the goals of the Scrum Team. The Scrum Team members have courage to d
mary focus is on the work of the Sprint to make the best possible progress toward these goals. The Scrum Team and its stakeh
ehavior. The decisions that are made, the steps taken, and the way Scrum is used should reinforce these values, not diminish
Master. Scrum Teams are self-organizing and cross-functional. Self-organizing teams choose how best to accomplish their work
or feedback. Incremental deliveries of “Done” product ensure a potentially useful version of working product is always available.
eam consists of one Scrum Master, one Product Owner, and Developers. Within a Scrum Team, there are no sub-teams or hie
to create value each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how.
ficant work within a Sprint, typically 10 or fewer people. In general, we have found that smaller teams communicate better and a
oration, verification, maintenance, operation, experimentation, research and development, and anything else that might be requ
Sprint. Scrum defines three specific accountabilities within the Scrum Team: the Developers, the Product Owner, and the Scrum
m work of the Development Team. How this is done may vary widely across organizations, Scrum Teams, and individuals.
Product Backlog management includes:

hat the Scrum Team will work on next; and,
ever, the Product Owner remains accountable.
the desires of a committee in the Product Backlog, but those wanting to change a Product Backlog item’s priority must address
sions. The Product Owner’s decisions are visible in the content and ordering of the Product Backlog. No one can force the Deve
m the work of the Scrum Team. How this is done may vary widely across organizations, Scrum Teams, and individuals.
ch includes:
. Regardless, the Product Owner remains accountable.
hese decisions are visible in the content and ordering of the Product Backlog, and through the inspectable Increment at the Spr
the needs of many stakeholders in the Product Backlog. Those wanting to change the Product Backlog can do so by trying to c
ntially releasable Increment of “Done” product at the end of each Sprint. A “Done” increment is required at the Sprint Review. On
d manage their own work. The resulting synergy optimizes the Development Team’s overall efficiency and effectiveness.
eam how to turn Product Backlog into Increments of potentially releasable functionality;
ate a product Increment;
ng performed by the person;
need to be addressed like testing, architecture, operations, or business analysis; and,
, but accountability belongs to the Development Team as a whole.
ct of a usable Increment each Sprint.
ain of work. However, the Developers are always accountable for:
complete significant work within a Sprint. Fewer than three Development Team members decrease interaction and results in s
o remain nimble and large enough to complete significant work within a Sprint, typically 10 or fewer people. In general, we have
Scrum Guide. Scrum Masters do this by helping everyone understand Scrum theory, practices, rules, and values.
ose outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scr
e. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.
enabling the Scrum Team to improve its practices, within the Scrum framework.
ys, including:
yet fully adopted and understood.

ding:
on of Done;
he timebox.
er has the authority to cancel the Sprint.
eated by the collaborative work of the entire Scrum Team.
shorter Sprints, the event is usually shorter. The Scrum Master ensures that the event takes place and that attendants understa
This resulting plan is created by the collaborative work of the entire Scrum Team.
Product Backlog items and how they map to the Product Goal. The Scrum Team may also invite other people to attend Sprint
current Sprint. The whole Scrum Team then collaborates to define a Sprint Goal that communicates why the Sprint is valuable
g the Sprint. The Product Owner discusses the objective that the Sprint should achieve and the Product Backlog items that, if co
d capacity of the Development Team during the Sprint, and past performance of the Development Team. The number of items s
objective that will be met within the Sprint through the implementation of the Product Backlog, and it provides guidance to the D
uct Backlog to include in the current Sprint. The Scrum Team may refine these items during this process, which increases unde
e more the Developers know about their past performance, their upcoming capacity, and their Definition of Done, the more con
evelopment Team decides how it will build this functionality into a “Done” product Increment during the Sprint. The Product Bac
convert the Product Backlog into a working product Increment. Work may be of varying size, or estimated effort. However, eno
ade-offs. If the Development Team determines it has too much or too little work, it may renegotiate the selected Product Backlo
he Product Owner and Scrum Master how it intends to work as a self-organizing team to accomplish the Sprint Goal and create
eate an Increment that meets the Definition of Done. This is often done by decomposing Product Backlog items into smaller wor
vering them are together referred to as the Sprint Backlog.
horter Sprints, the event is usually shorter.
ation of Product Backlog. It provides guidance to the Development Team on why it is building the Increment. It is created durin
e Sprint Goal, it implements functionality and technology. If the work turns out to be different than the Development Team expe
e Sprint. Although the Sprint Goal is a commitment by the Developers, it provides flexibility in terms of the exact work needed to
nt Backlog. As the Developers work during the Sprint, they keep the Sprint Goal in mind. If the work turns out to be different tha
y Scrum is held every day of the Sprint. At it, the Development Team plans work for the next 24 hours. This optimizes team coll
al and to inspect how progress is trending toward completing the work in the Sprint Backlog. The Daily Scrum optimizes the pro
different ways if it focuses on progress toward the Sprint Goal. Some Development Teams will use questions, some will be mor
Sprint Goal?
m for detailed discussions, or to adapt, or replan, the rest of the Sprint’s work.
opment Team is responsible for conducting the Daily Scrum. The Scrum Master teaches the Development Team to keep the D
t, the Scrum Master ensures that they do not disrupt the meeting.
to development for removal, highlight and promote quick decision-making, and improve the Development Team’s level of know
t the Sprint Backlog as necessary, adjusting the upcoming planned work.
e complexity, it is held at the same time and place every working day of the Sprint. If the Product Owner or Scrum Master are a
eir Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work. This crea
making, and consequently eliminate the need for other meetings.
often meet throughout the day for more detailed discussions about adapting or re-planning the rest of the Sprint’s work.
Product Backlog if needed. During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in th
t is usually shorter. The Scrum Master ensures that the event takes place and that attendees understand its purpose. The Scru
as not been “Done”;

an into, and how those problems were solved;
ns about the Increment;
y target and delivery dates based on progress to date (if needed);
luable input to subsequent Sprint Planning;
at is the most valuable thing to do next; and,
ipated releases of functionality or capability of the product.
Product Backlog items for the next Sprint. The Product Backlog may also be adjusted overall to meet new opportunities.
future adaptations. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product G
the Sprint and what has changed in their environment. Based on this information, attendees collaborate on what to do next. The
um of four hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.
ate a plan for improvements to be enacted during the next Sprint.
nning. This is at most a three-hour meeting for one-month Sprints. For shorter Sprints, the event is usually shorter. The Scrum
ter teaches all to keep it within the time-box. The Scrum Master participates as a peer team member in the meeting from the ac
ramework, its development process and practices to make it more effective and enjoyable for the next Sprint. During each Spri
ments that it will implement in the next Sprint. Implementing these improvements in the next Sprint is the adaptation to the insp
ons, processes, tools, and their Definition of Done. Inspected elements often vary with the domain of work. Assumptions that le
most impactful improvements are addressed as soon as possible. They may even be added to the Sprint Backlog for the next S
ours for a one-month Sprint. For shorter Sprints, the event is usually shorter.
inspection and adaptation. Artifacts defined by Scrum are specifically designed to maximize transparency of key information so
of key information. Thus, everyone inspecting them has the same basis for adaptation.
nsparency and focus against which progress can be measured:
Team and their stakeholders.
roduct. It is the single source of requirements for any changes to be made to the product. The Product Owner is responsible fo
known and best-understood requirements. The Product Backlog evolves as the product and the environment in which it will be
s that constitute the changes to be made to the product in future releases. Product Backlog items have the attributes of a descr
uct Backlog becomes a larger and more exhaustive list. Requirements never stop changing, so a Product Backlog is a living ar
is used to describe the upcoming work on the product. A Product Backlog attribute that groups items may then be employed.
the Product Backlog. This is an ongoing process in which the Product Owner and the Development Team collaborate on the de
ordered ones. More precise estimates are made based on the greater clarity and increased detail; the lower the order, the less
nce the Development Team by helping it understand and select trade-offs, but the people who will perform the work make the f
uct. It is the single source of work undertaken by the Scrum Team.
med ready for selection in a Sprint Planning event. They usually acquire this degree of transparency after refining activities. Pro
Owner may influence the Developers by helping them understand and select trade-offs.
r the Scrum Team to plan against. The Product Goal is in the Product Backlog. The rest of the Product Backlog emerges to def
l-defined users or customers. A product could be a service, a physical product, or something more abstract.
bandon) one objective before taking on the next.
uct Owner tracks this total work remaining at least every Sprint Review. The Product Owner compares this amount with work re
rn-downs, burn-ups, or cumulative flows. These have proven useful. However, these do not replace the importance of empiricis
ment ... against which progress can be measured..."
s, like burn-downs, burn-ups, or cumulative flows. While proven useful, these do not replace the importance of empiricism. In co
an for delivering the product Increment and realizing the Sprint Goal. The Sprint Backlog is a forecast by the Development Team
necessary to meet the Sprint Goal. To ensure continuous improvement, it includes at least one high priority process improveme
tood in the Daily Scrum. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog em
is performed or completed, the estimated remaining work is updated. When elements of the plan are deemed unnecessary, the
ms selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how).
cture of the work that the Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal. Consequently, th
that can be met through the implementation of Product Backlog. It provides guidance to the Development Team on why it is bu
mitment by the Developers, it provides flexibility in terms of the exact work needed to achieve it. The Sprint Goal also creates co
nt Backlog. As the Developers work during the Sprint, they keep the Sprint Goal in mind. If the work turns out to be different tha
mmed. The Development Team tracks this total work remaining at least for every Daily Scrum to project the likelihood of achiev
d the value of the increments of all previous Sprints. At the end of a Sprint, the new Increment must be “Done,” which means it
additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, the
nted at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end
ment is described as “Done”, everyone must understand what “Done” means. Although this may vary significantly per Scrum Te
log items it can select during a Sprint Planning. The purpose of each Sprint is to deliver Increments of potentially releasable fun
rement is useable, so a Product Owner may choose to immediately release it. If the definition of "Done " for an increment is par
elopment Team of the Scrum Team must define a definition of “Done” appropriate for the product. If there are multiple Scrum T
all Increments work together.
clude more stringent criteria for higher quality. New definitions, as used, may uncover work to be done in previously “Done” incr
s the quality measures required for the product.
ding of what work was completed as part of the Increment. If a Product Backlog item does not meet the Definition of Done, it ca
Scrum Teams must follow it as a minimum. If it is not an organizational standard, the Scrum Team must create a Definition of D
Scrum Teams working together on a product, they must mutually define and comply with the same Definition of Done.
sed on the perceived state of the artifacts. To the extent that transparency is complete, these decisions have a sound basis. To
nvolved parties to understand if the artifacts are completely transparent. There are practices for coping with incomplete transpa
se the transparency of the artifacts. This work usually involves learning, convincing, and change. Transparency doesn’t occur ov
n the perceived state of its three formal artifacts. Artifacts that have low transparency can lead to decisions that diminish value a
ey are designed to maximize transparency of key information. ... Each artifact contains a commitment to ensure it provides info
understand what “Done” means. Although this may vary significantly per Scrum Team, members must have a shared understan
log items it can select during a Sprint Planning. The purpose of each Sprint is to deliver Increments of potentially releasable fun
rement is useable, so a Product Owner may choose to immediately release it. If the definition of "Done " for an increment is par
velopment Team of the Scrum Team must define a definition of “Done” appropriate for the product. If there are multiple Scrum T
all Increments work together.
clude more stringent criteria for higher quality. New definitions, as used, may uncover work to be done in previously “Done” incr
cription of the state of the Increment when it meets the quality measures required for the product.
ding of what work was completed as part of the Increment. If a Product Backlog item does not meet the Definition of Done, it ca
Scrum Teams must follow it as a minimum. If it is not an organizational standard, the Scrum Team must create a Definition of D
Scrum Teams working together on a product, they must mutually define and comply with the same Definition of Done."
mmutable and although implementing only parts of Scrum is possible, the result is not Scrum. Scrum exists only in its entirety an
mutable. While implementing only parts of Scrum is possible, the result is not Scrum. Scrum exists only in its entirety and funct
who were instrumental at the start: Jeff Sutherland worked with Jeff McKenna and John Scumniotales, and Ken Schwaber wor
who were instrumental at the start: Jeff Sutherland worked with Jeff McKenna and John Scumniotales, and Ken Schwaber wor
ed Scrum at the OOPSLA Conference in 1995. This presentation essentially documented the learning that Ken and Jeff gained
d and refined, we recognize Individual, Inc., Newspage, Fidelity Investments, and IDX (now GE Medical).
years by Jeff Sutherland and Ken Schwaber. Other sources provide you with patterns, processes, and insights that complemen
e in 1995. It essentially documented the learning that Ken and Jeff gained over the previous few years and made public the firs
years by Jeff Sutherland and Ken Schwaber. Other sources provide patterns, processes, and insights that complement the Scr
it was tried and proven, we recognize Individual Inc., Newspage, Fidelity Investments, and IDX (now GE Medical).
are-Alike license of Creative Commons, accessible at http://creativecommons.org/licenses/by-sa/4.0/legalcode and also describ
the Attribution Share-Alike license of Creative Commons, accessible at http://creativecommons.org/licenses/by-sa/4.0/legalcod

and the rules that bind them together. Ken Schwaber and Jeff Sutherland developed Scrum; the Scrum Guide is written and pro
gh small, functional updates. Together, we stand behind it.
g the core design or ideas of Scrum, leaving out elements, or not following the rules of Scrum, covers up problems and limits th
ware product development where Scrum has its roots. As Scrum’s use spreads, developers, researchers, analysts, scientists, a
purpose of the Scrum Guide because they are context sensitive and differ widely between Scrum uses. Such tactics for using
mework within which you can employ various processes and techniques. Scrum makes clear the relative efficacy of your produc
o Scrum’s success and usage.
he parts required to implement Scrum theory. Scrum is built upon by the collective intelligence of the people using it. Rather tha
e efficacy of current management, environment, and work techniques, so that improvements can be made.
n of organizations and almost everything we use in our daily lives, as individuals and societies.
hat develop, release, operate and sustain the work and work products of thousands of people. They collaborate and interoperat
mploys an iterative, incremental approach to optimize predictability and control risk.
aste and focuses on the essentials.
work and share or acquire such skills as needed.
ency, inspection, and adaptation.
mmon understanding of what is being seen.

three formal artifacts. Artifacts that have low transparency can lead to decisions that diminish value and increase risk.
the way of the work. Inspections are most beneficial when diligently performed by skilled inspectors at the point of work.
um provides cadence in the form of its five events.
ocessed must be adjusted. An adjustment must be made as soon as possible to minimize further deviation.
djustment must be made as soon as possible to minimize further deviation.
o life and build trust for everyone. The Scrum Team members learn and explore those values as they work with the Scrum role
members have courage to do the right thing and work on tough problems. Everyone focuses on the work of the Sprint and the g
Scrum Team and its stakeholders are open about the work and the challenges. Scrum Team members respect each other to b
e these values, not diminish or undermine them. The Scrum Team members learn and explore the values as they work with the
est to accomplish their work, rather than being directed by others outside the team. Cross-functional teams have all competenc
product is always available.
ere are no sub-teams or hierarchies. It is a cohesive unit of professionals focused on one objective at a time, the Product Goal.
what, when, and how.
ms communicate better and are more productive. If Scrum Teams become too large, they should consider reorganizing into mul
thing else that might be required. They are structured and empowered by the organization to manage their own work. Working
oduct Owner, and the Scrum Master.
eams, and individuals.

item’s priority must address the Product Owner.
. No one can force the Development Team to work from a different set of requirements.
ms, and individuals.
ectable Increment at the Sprint Review.
cklog can do so by trying to convince the Product Owner.
red at the Sprint Review. Only members of the Development Team create the Increment.
cy and effectiveness.
e interaction and results in smaller productivity gains. Smaller Development Teams may encounter skill constraints during the S
people. In general, we have found that smaller teams communicate better and are more productive. If Scrum Teams become
es, and values.
ul and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum T
eam and the organization.
and that attendants understand its purpose. The Scrum Master teaches the Scrum Team to keep it within the time-box.
her people to attend Sprint Planning to provide advice.
s why the Sprint is valuable to stakeholders. The Sprint Goal must be finalized prior to the end of Sprint Planning.
duct Backlog items that, if completed in the Sprint, would achieve the Sprint Goal. The entire Scrum Team collaborates on unde
eam. The number of items selected from the Product Backlog for the Sprint is solely up to the Development Team. Only the De
it provides guidance to the Development Team on why it is building the Increment.

ocess, which increases understanding and confidence.
ition of Done, the more confident they will be in their Sprint forecasts.
the Sprint. The Product Backlog items selected for this Sprint plus the plan for delivering them is called the Sprint Backlog.
imated effort. However, enough work is planned during Sprint Planning for the Development Team to forecast what it believes
he selected Product Backlog items with the Product Owner. The Development Team may also invite other people to attend to p
h the Sprint Goal and create the anticipated Increment.
acklog 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
ncrement. It is created during the Sprint Planning meeting. The Sprint Goal gives the Development Team some flexibility regard
he Development Team expected, they collaborate with the Product Owner to negotiate the scope of Sprint Backlog within the S
of the exact work needed to achieve it. The Sprint Goal also creates coherence and focus, encouraging the Scrum Team to wo
turns out to be different than they expected, they collaborate with the Product Owner to negotiate the scope of the Sprint Backl
rs. This optimizes team collaboration and performance by inspecting the work since the last Daily Scrum and forecasting upcom
aily Scrum optimizes the probability that the Development Team will meet the Sprint Goal. Every day, the Development Team s
questions, some will be more discussion based. Here is an example of what might be used:
opment Team to keep the Daily Scrum within the 15-minute time-box.
pment Team’s level of knowledge. This is a key inspect and adapt meeting.
wner or Scrum Master are actively working on items in the Sprint Backlog, they participate as Developers.
next day of work. This creates focus and improves self-management.

of the Sprint’s work.
e about what was done in the Sprint. Based on that and any changes to the Product Backlog during the Sprint, attendees collab
rstand its purpose. The Scrum Master teaches everyone involved to keep it within the time-box.
t new opportunities.
ogress toward the Product Goal is discussed.
orate on what to do next. The Product Backlog may also be adjusted to meet new opportunities. The Sprint Review is a working
usually shorter. The Scrum Master ensures that the event takes place and that attendants understand its purpose.
er in the meeting from the accountability over the Scrum process.
ext Sprint. During each Sprint Retrospective, the Scrum Team plans ways to increase product quality by improving work proces
is the adaptation to the inspection of the Scrum Team itself. Although improvements may be implemented at any time, the Spri
of work. Assumptions that led them astray are identified and their origins explored. The Scrum Team discusses what went well d
Sprint Backlog for the next Sprint.
arency of key information so that everybody has the same understanding of the artifact.
duct Owner is responsible for the Product Backlog, including its content, availability, and ordering.
nvironment in which it will be used evolves. The Product Backlog is dynamic; it constantly changes to identify what the product n
ave the attributes of a description, order, estimate, and value. Product Backlog items often include test descriptions that will pro
roduct Backlog is a living artifact. Changes in business requirements, market conditions, or technology may cause changes in
s may then be employed.
Team collaborate on the details of Product Backlog items. During Product Backlog refinement, items are reviewed and revised
the lower the order, the less detail. Product Backlog items that will occupy the Development Team for the upcoming Sprint are
perform the work make the final estimate.

after refining activities. Product Backlog refinement is the act of breaking down and further defining Product Backlog items into
uct Backlog emerges to define “what” will fulfill the Product Goal.
ares this amount with work remaining at previous Sprint Reviews to assess progress toward completing projected work by the d
e the importance of empiricism. In complex environments, what will happen is unknown. Only what has already happened may b
portance of empiricism. In complex environments, what will happen is unknown. Only what has already happened may be used
st by the Development Team about what functionality will be in the next Increment and the work needed to deliver that function
h priority process improvement identified in the previous Retrospective meeting.
, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan
re deemed unnecessary, they are removed. Only the Development Team can change its Sprint Backlog during a Sprint. The Sp
print Goal. Consequently, the Sprint Backlog is updated throughout the Sprint as more is learned. It should have enough detail
pment Team on why it is building the Increment. It is created during the Sprint Planning meeting. The Sprint Goal gives the Dev
e Sprint Goal also creates coherence and focus, encouraging the Scrum Team to work together rather than on separate initiativ
turns out to be different than they expected, they collaborate with the Product Owner to negotiate the scope of the Sprint Backl
oject the likelihood of achieving the Sprint Goal. By tracking the remaining work throughout the Sprint, the Development Team
t be “Done,” which means it must be in useable condition and meet the Scrum Team’s definition of “Done.” An increment is a b
n order to provide value, the Increment must be usable.
stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value.
y significantly per Scrum Team, members must have a shared understanding of what it means for work to be complete, to ensu
of potentially releasable functionality that adhere to the Scrum Team’s current definition of “Done.”
one " for an increment is part of the conventions, standards or guidelines of the development organization, all Scrum Teams mu
f there are multiple Scrum Teams working on the system or product release, the Development Teams on all the Scrum Teams
ne in previously “Done” increments. Any one product or system should have a definition of “Done” that is a standard for any wo
t the Definition of Done, it cannot be released or even presented at the Sprint Review. Instead, it returns to the Product Backlog
must create a Definition of Done appropriate for the product.
Definition of Done.
ions have a sound basis. To the extent that the artifacts are incompletely transparent, these decisions can be flawed, value ma
ing with incomplete transparency; the Scrum Master must help everyone apply the most appropriate practices in the absence o
ansparency doesn’t occur overnight, but is a path.
cisions that diminish value and increase risk."

ent to ensure it provides information that enhances transparency ..."
ust have a shared understanding of what it means for work to be complete, to ensure transparency. This is the definition of “Don
of potentially releasable functionality that adhere to the Scrum Team’s current definition of “Done.”
one " for an increment is part of the conventions, standards or guidelines of the development organization, all Scrum Teams mu
If there are multiple Scrum Teams working on the system or product release, the Development Teams on all the Scrum Teams
ne in previously “Done” increments. Any one product or system should have a definition of “Done” that is a standard for any wo
t the Definition of Done, it cannot be released or even presented at the Sprint Review. Instead, it returns to the Product Backlog
must create a Definition of Done appropriate for the product.
Definition of Done."
m exists only in its entirety and functions well as a container for other techniques, methodologies, and practices.
only in its entirety and functions well as a container for other techniques, methodologies, and practices.
les, and Ken Schwaber worked with Mike Smith and Chris Martin, and all of them worked together. Many others contributed in
les, and Ken Schwaber worked with Mike Smith and Chris Martin, and all of them worked together. Many others contributed in
ng that Ken and Jeff gained over the previous few years, and made public the first formal definition of Scrum.
and insights that complement the Scrum framework. These may increase productivity, value, creativity, and satisfaction with the
ears and made public the first formal definition of Scrum.
hts that complement the Scrum framework. These may increase productivity, value, creativity, and satisfaction with the results.
w GE Medical).
0/legalcode and also described in summary form at http://creativecommons.org/licenses/by-sa/4.0/. By utilizing this Scrum Guid
g/licenses/by-sa/4.0/legalcode and also described in summary form at http://creativecommons.org/licenses/by-sa/4.0/. By utilizin

rum Guide is written and provided by them. Together, they stand behind the Scrum Guide.
ers up problems and limits the benefits of Scrum, potentially even rendering it useless.
chers, analysts, scientists, and other specialists do the work. We use the word “developers” in Scrum not to exclude, but to sim
uses. Such tactics for using within the Scrum framework vary widely and are described elsewhere.
ative efficacy of your product management and work techniques so that you can continuously improve the product, the team, an
e people using it. Rather than provide people with detailed instructions, the rules of Scrum guide their relationships and interact
collaborate and interoperate through sophisticated development architectures and target release environments.
and increase risk.
at the point of work.

ey work with the Scrum roles, events, and artifacts.
work of the Sprint and the goals of the Scrum Team. The Scrum Team and its stakeholders agree to be open about all the wor
bers respect each other to be capable, independent people, and are respected as such by the people with whom they work. Th
alues as they work with the Scrum events and artifacts. When these values are embodied by the Scrum Team and the people
al teams have all competencies needed to accomplish the work without depending on others not part of the team. The team mo
at a time, the Product Goal.
nsider reorganizing into multiple cohesive Scrum Teams, each focused on the same product. Therefore, they should share the
ge their own work. Working in Sprints at a sustainable pace improves the Scrum Team’s focus and consistency.
skill constraints during the Sprint, causing the Development Team to be unable to deliver a potentially releasable Increment. Ha
e. If Scrum Teams become too large, they should consider reorganizing into multiple cohesive Scrum Teams, each focused on
alue created by the Scrum Team.

within the time-box.
print Planning.
Team collaborates on understanding the work of the Sprint.
elopment Team. Only the Development Team can assess what it can accomplish over the upcoming Sprint.
lled the Sprint Backlog.
to forecast what it believes it can do in the upcoming Sprint. Work planned for the first days of the Sprint by the Development T
e other people to attend to provide technical or domain advice.
he Developers. No one else tells them how to turn Product Backlog items into Increments of value.
Team some flexibility regarding the functionality implemented within the Sprint. The selected Product Backlog items deliver one
Sprint Backlog within the Sprint.

aging the Scrum Team to work together rather than on separate initiatives.
he scope of the Sprint Backlog within the Sprint without affecting the Sprint Goal."
Scrum and forecasting upcoming Sprint work. The Daily Scrum is held at the same time and place each day to reduce complexi
ay, the Development Team should understand how it intends to work together as a self-organizing team to accomplish the Sprin
the Sprint, attendees collaborate on the next things that could be done to optimize value. This is an informal meeting, not a sta
e Sprint Review is a working session and the Scrum Team should avoid limiting it to a presentation.
nd its purpose.
ty by improving work processes or adapting the definition of “Done”, if appropriate and not in conflict with product or organizatio
mented at any time, the Sprint Retrospective provides a formal opportunity to focus on inspection and adaptation.
m discusses what went well during the Sprint, what problems it encountered, and how those problems were (or were not) solved
o identify what the product needs to be appropriate, competitive, and useful. If a product exists, its Product Backlog also exists
test descriptions that will prove its completeness when “Done.”
ogy may cause changes in the Product Backlog.
ms are reviewed and revised. The Scrum Team decides how and when refinement is done. Refinement usually consumes no m
or the upcoming Sprint are refined so that any one item can reasonably be “Done” within the Sprint time-box. Product Backlog
g Product Backlog items into smaller more precise items. This is an ongoing activity to add details, such as a description, order,
ting projected work by the desired time for the goal. This information is made transparent to all stakeholders.
has already happened may be used for forward-looking decision-making.
ady happened may be used for forward-looking decision making."

eded to deliver that functionality into a “Done” Increment.
eam works through the plan and learns more about the work needed to achieve the Sprint Goal.
cklog during a Sprint. The Sprint Backlog is a highly visible, real-time picture of the work that the Development Team plans to ac
should have enough detail that they can inspect their progress in the Daily Scrum.
he Sprint Goal gives the Development Team some flexibility regarding the functionality implemented within the Sprint. The selec
her than on separate initiatives.
he scope of the Sprint Backlog within the Sprint without affecting the Sprint Goal.
nt, the Development Team can manage its progress.
“Done.” An increment is a body of inspectable, done work that supports empiricism at the end of the Sprint. The increment is a
releasing value.
work to be complete, to ensure transparency. This is the definition of “Done” for the Scrum Team and is used to assess when w
zation, all Scrum Teams must follow it as a minimum.
ms on all the Scrum Teams must mutually define the definition of “Done.”
hat is a standard for any work done on it."
urns to the Product Backlog for future consideration.
ons can be flawed, value may diminish and risk may increase.
e practices in the absence of complete transparency. A Scrum Master can detect incomplete transparency by inspecting the ar
This is the definition of “Done” for the Scrum Team and is used to assess when work is complete on the product Increment.
zation, all Scrum Teams must follow it as a minimum.
ms on all the Scrum Teams must mutually define the definition of “Done.”
hat is a standard for any work done on it.
urns to the Product Backlog for future consideration.
nd practices.
Many others contributed in the ensuing years and without their help Scrum would not be refined as it is today.
Many others contributed in the ensuing years and without their help Scrum would not be refined as it is today.
ity, and satisfaction with the results.

satisfaction with the results.
By utilizing this Scrum Guide, you acknowledge and agree that you have read and agree to be bound by the terms of the Attrib
censes/by-sa/4.0/. By utilizing this Scrum Guide, you acknowledge and agree that you have read and agree to be bound by the
m not to exclude, but to simplify. If you get value from Scrum, consider yourself included.
ve the product, the team, and the working environment.
eir relationships and interactions.

nvironments.
o be open about all the work and the challenges with performing the work. Scrum Team members respect each other to be cap
ple with whom they work. The Scrum Team members have the courage to do the right thing, to work on tough problems.
crum Team and the people they work with, the empirical Scrum pillars of transparency, inspection, and adaptation come to life
rt of the team. The team model in Scrum is designed to optimize flexibility, creativity, and productivity. The Scrum Team has pro
fore, they should share the same Product Goal, Product Backlog, and Product Owner.
consistency.
lly releasable Increment. Having more than nine members requires too much coordination. Large Development Teams generat
m Teams, each focused on the same product. Therefore, they should share the same Product Goal, Product Backlog, and Pro
Sprint by the Development Team is decomposed by the end of this meeting, often to units of one day or less. The Development
ct Backlog items deliver one coherent function, which can be the Sprint Goal. The Sprint Goal can be any other coherence that
ach day to reduce complexity.
eam to accomplish the Sprint Goal and create the anticipated Increment by the end of the Sprint.
n informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collabor
ct with product or organizational standards.
nd adaptation.
ms were (or were not) solved.

Product Backlog also exists.
ent usually consumes no more than 10% of the capacity of the Development Team. However, Product Backlog items can be up
time-box. Product Backlog items that can be “Done” by the Development Team within one Sprint are deemed “Ready” for sele
such as a description, order, and size. Attributes often vary with the domain of work.
velopment Team plans to accomplish during the Sprint, and it belongs solely to the Development Team.
d within the Sprint. The selected Product Backlog items deliver one coherent function, which can be the Sprint Goal. The Sprint
e Sprint. The increment is a step toward a vision or goal. The increment must be in useable condition regardless of whether the
nd is used to assess when work is complete on the product Increment.

parency by inspecting the artifacts, sensing patterns, listening closely to what is being said, and detecting differences between e
n the product Increment.
und by the terms of the Attribution Share-Alike license of Creative Commons.
nd agree to be bound by the terms of the Attribution Share-Alike license of Creative Commons.
respect each other to be capable, independent people.
k on tough problems.
and adaptation come to life building trust.
ty. The Scrum Team has proven itself to be increasingly effective for all the earlier stated uses, and any complex work.
evelopment Teams generate too much complexity for an empirical process to be useful. The Product Owner and Scrum Maste
l, Product Backlog, and Product Owner."

y or less. The Development Team self-organizes to undertake the work in the Sprint Backlog, both during Sprint Planning and a
e any other coherence that causes the Development Team to work together rather than on separate initiatives.
eedback and foster collaboration.
uct Backlog items can be updated at any time by the Product Owner or at the Product Owner’s discretion.
re deemed “Ready” for selection in a Sprint Planning. Product Backlog items usually acquire this degree of transparency throug
the Sprint Goal. The Sprint Goal can be any other coherence that causes the Development Team to work together rather than
n regardless of whether the Product Owner decides to release it.
ecting differences between expected and real results.
any complex work.
ct Owner and Scrum Master roles are not included in this count unless they are also executing the work of the Sprint Backlog.
during Sprint Planning and as needed throughout the Sprint.
e initiatives.
egree of transparency through the above described refining activities.
o work together rather than on separate initiatives."
work of the Sprint Backlog.
PSPO
he Product Sprint
OwnerRetrospective
is distant and is to:
not(choose
providingthree)
enough guidance to The Development team on the business needs of th
Who is responsible for projecting the likelihood of
True of false,
15 the Scrum Master is focused primarily on the Scrum Team and usually does not care abou
TrueMasters
Scrum or false,are
thetrue
Scrum Master
leaders whoisserve
focused prima Team and the larger organization, how does he or she serve the Scru
the Scrum
20 The Scrum Master should instruct the Developers on how to turn Product Backlog items into smaller
Multiple Choice A Scrum Master is basically the same thing as a Project Manager (PM)
How does the Scrum Master assistHow the does
Product Ow
the Scrum Master serve the Product Owner? Select the three most approp
25 Does Scrum allow the Product Owner and the Scrum Master be a part of the Develo
Multiple Choice The Scrum Master is a true leader, how does he or she serve the Organization? Select the three
Multiple Selection Management external to the Scrum Team wants to be involved in the Daily Scrum. Which are t
35
40What does Product Backlog management include? Select the three most applicable items as
Multiple Choice Should the Daily Scrum be skipped if there is nothing that needs to be discussed
Multiple Choice Select all of the most appropriate characteristics of the Developers
Multiple Selection
Multiple Choice
If your team manages to complete the Daily Scrum
Multiple Choice Scrum makes visible the relative efficacy of ...., so that improvements can be made. Sel
Who is responsible for creation of the Definition of “Done”?
Why should progress towards the goals be conducted frequently?

The Definition of “Done” helps the Scrum Team. How does it help? Select three most appl
A Developer is not getting along with the team and creating a hostile environment. Who is responsible
What is The Development team expected to achieve in Sprint 0?
What is the definition of a Product as given by the Scrum Guide 2020?
What topics does the Sprint Planning aim to answ
Multiple Selection
2
The Scrum Team members are:
Multiple Selection
3
Multiple Selection
4
Which of the below features does the Scrum Te
Multiple Selection
5
Select the two meetings in which people outside
Multiple Selection
6
What questions does Sprint Planning answer? Sel
Multiple Selection In the Daily Scrum the Scrum Master does which of the following? Select all that a
7
Why does Scrum have a Sprint Retrospective?
Multiple Choice
8
Multiple Choice
9
Who is responsible for managing the Product Bac
Multiple Choice
10
What is the Sprint Backlog?
Multiple Choice
11
From the Scrum Team who is most responsible fo
Multiple Choice Who participates in the Sprint Review? Select all applicable.
12
Which are all the opportunities to inspect and ada
Multiple Selection
13
In the Daily Scrum the Scrum MasterWhat does provides
which of guidance to the Developers on why they are building the Incremen
Multiple Selection
14
What are three purposes for the Daily Scrum?
Multiple Selection
What is Scrum?
Multiple Choice
16
Who participates in the Sprint Review? Select all
Multiple
CanSelection
the Sprint Planning session be finished with work planned only for the first days of the Sprint where that wor
17
What provides guidance to the Developers on why
Multiple Choice
18
Multiple Choice
19
Can the Sprint Planning session be finished with w
Multiple Choice
Scrum Masters are true leaders who serve the Sc
Multiple Selection
21
As a Manager, the Product Owner should tell the
22
It is a good practice to have at least two Product
Multiple Choice
23
Multiple Selection
24
Does Scrum allow the Product Owner and the Scr
Multiple Choice
The Scrum Master is responsible for promoting an
Multiple Selection
26
What do the Developers have sole responsibility f
27
Who is responsible for time and effort estimates i
Multiple Choice
28
Which is true regarding cancelling a Sprint?
Multiple Selection
29
Sprint Planning only requires the Product Owner
Multiple Choice
30 Who is responsible for time and effort estimates in the Sprint Backlog?
How is a “Developer” defined in the context of Sc
Multiple Choice
31
Which three are the most applicable characteristi
32
During the Sprint Review, what happens if an item
Multiple Choice
33
What are the three pillarsPlanning
Sprint that uphold
only every imple
requires the Product Owner and the Development Team. There is nothing to do
Multiple Selection
34
Who participates in the Sprint Planning? Select th
Multiple Selection
What does Product Backlog management include? S
Multiple Selection
36
Should the Daily Scrum be skipped if there is not
Multiple Choice Which three are the most applicable characteristics of the Product Owner?
37
True or False. It turned out there is a lot more wo
Multiple Choice
38
For a new product 10 developers What and the
areProduct
the three pillars that uphold every implementation of empirical process co
Multiple Selection
39
Of the below which are correct statements that ex
Multiple Selection
Who is allowed to make changes in the Product B
Multiple Selection
41
Who is allowed to change the Sprint Backlog durin
42
Select three of the most appropriate characteristi
Multiple Selection
43
Whatout
False. It turned is the Developers
there source
is a lot more workoftorequirements fo Sprint than was estimated. If an item in the Sprint Backlog canno
do in the current
Multiple Choice
44
True or false, the Definition of “Done” is created
Multiple Choice
45
For a new product 10 developers and the Product Owner have been assigned. As the Scrum Master how should you advise they be
What does Cone of Uncertainty show?
Multiple Choice
46
What can lead to the Sprint Goal becoming inval
Multiple Selection Of the below which are correct statements that explain what happens during the Sp
47
Does Scrum allow additional meetings in addition
Multiple Choice
48
If there are multiple teams working on a product
Who is allowed to make changes in the Product Backlog? Select two options.
Multiple Choice
49
How long should the Sprint Planning be?
Multiple Choice
50 Who is allowed to change the Sprint Backlog during the Sprint?
The product is experiencing many bugs in testing.
Multiple Choice
51
Choose the correct order of items in the Product
52
What does Burn-down Chart show?
Multiple Choice
53
What person or group has the authority to cancel What is the Developers source of requirements for the product?
Multiple Choice
54
If the Sprint Review is successful what is the resu
Multiple Choice
55True or false, the Definition of “Done” is created during the first Sprint and should remain unchanged u
Is Scrum an incomplete framework?
Multiple Choice
56
Who has responsibility for the Product Backlog
Multiple Choice
57
The Scrum Guide recommends increasing the Dail
Multiple Choice
58
What makes up Scrum (select four)? Does Scrum allow additional meetings in addition to the Scrum Events and backlog r
Multiple Selection
59
Is Scrum a process, technique, framework or me
Multiple Choice
60
All the Scrum Teams working on the same product
Multiple Choice
61
Where can Scrum be used? Check all that are app
62
During the Daily Scrum the Scrum Master should
Multiple Choice
63
Scrum isisfounded
The product on: many bugs in testing. Is it normal to have a dedicated Sprint to remove all technical debt and p
experiencing
Multiple Choice
64
Who is responsible for the creation of the Definiti
Multiple Choice
65 Choose the correct order of items in the Product Backlog?
When must an adjustment be made if an inspector
Multiple Choice
66
How long are the time-boxes for the Sprint Revie
Multiple Choice
67
Some Key Stakeholders have asked the Scrum Maste
Multiple Choice
68
Scrum recommends using and adapting the Scrum Whatcoperson or group has the authority to cancel the Sprint?
Multiple Choice
69
What is the Increment?
Multiple Choice
70 If the Sprint Review is successful what is the resulting output?
Who can help establish empirical product plannin
Multiple Choice
71
At the Sprint Retrospective some improvements we
72
How frequently should Scrum artifacts and progre
Multiple Choice
73
Multiple Choice
74
Who in the Scrum team is responsible for monitor
Multiple Choice
The Scrum Guide 75 recommends increasing the Daily Scrum time-box dependant on the size of the Scrum Team. The mor
Select the five Scrum Values.
Multiple Selection
76
The time-box for the Daily Scrum is how long?
77
Select the three most applicable items for the Def
Multiple Selection
78
Select all the Scrum Artifacts
Multiple Selection
79
What should the Developers do if the work needed i
Multiple Choice
80 All the Scrum Teams working on the same product should have the same Sprint length. Tr
What is Product Backlog Refinement? Select
Multiple Selection
g the Daily Scrum the Scrum Master should make sure each team member should answer the three main questions: What did I do y
When must an adjustment be made if an inspector determines that one or more aspects of a process has devia
How long are the time-boxes for the Sprint Review and the Sprint Retrospective
Some Key Stakeholders have asked the Scrum Master if they can attend the Sprint Planning to provide technical or domain adv
Scrum recommends using and adapting the Scrum components and rules that work for a particular project or team. Adjust
PSM
enough guidance to The Development team on the business needs of the#N/A increment. What should the Scrum Master d
What happens during the Sprint Review? #N/A
is focused primarily on the Scrum Team and usually does not care about #N/A those outside the Scrum Team.
the Scrum Team and the larger organization, how does he or she serve the Scrum#N/A Team? Select the four most appropriate.
hould instruct the Developers on how to turn Product Backlog items into smaller Sprint#N/A Backlog items.
A Scrum Master is basically the same thing as a Project Manager (PM) #N/A
w does the Scrum Master serve the Product Owner? Select the three most appropriate #N/A
m allow the Product Owner and the Scrum Master be a part of the Development #N/A Team?
ter is a true leader, how does he or she serve the Organization? Select the three most#N/A appropriate.
xternal to the Scrum Team wants to be involved in the Daily Scrum. Which are the#N/A best answers?
How are "Developers" defined in Scrum #N/A
Backlog management include? Select the three most applicable items as per #N/A the Scrum Guide:
Should the Daily Scrum be skipped if there is nothing that needs to beShould
discussed?
the Daily Scrum be skipped if there is nothing that needs
Select all of the most appropriate characteristics of the Developers #N/A
Which four are inputs to Sprint Planning? #N/A
What is Scrum built upon? #N/A
Who has accountability for the Product Backlog? #N/A
makes visible the relative efficacy of ...., so that improvements can be made. Select#N/A
three
Who is responsible for creation of the Definition of “Done”? #N/A
What type of leader is the Scrum Master? #N/A
Why should progress towards the goals be conducted frequently? #N/A
tion of “Done” helps the Scrum Team. How does it help? Select three most applicable #N/Aitems.
ting along with the team and creating a hostile environment. Who is responsible for #N/A
fixing the situation?
What is The Development team expected to achieve in Sprint 0? #N/A
What is the definition of a Product as given by the Scrum Guide 2020? #N/A
1
What topics does the Sprint Planning aim to answer? SelecWhat topics does the Sprint Planning aim to answer? Select Thre
Multiple Selection Multiple Selection
EditDelete #N/A
Move #N/A
2 2
EditDelete #N/A
Move #N/A
3 3
Which are all the opportunities to inspect and adapt. Which are all the opportunities to inspect and adapt.
EditDelete #N/A
Move #N/A
4 4
the Daily Scrum the Scrum Master does which of the following? Select In allthe
that
Daily
apply:
Scrum the Scrum Master does which of the followin
EditDelete #N/A
Move #N/A
5 5
EditDelete #N/A
Move #N/A
6 6
What is Scrum? What is Scrum?
Multiple Choice Multiple Choice
EditDelete #N/A
Move #N/A
7 7
Who participates in the Sprint Review? Select all applicable.Who participates in the Sprint Review? Select all applicable.
EditDelete #N/A
Move #N/A
8 8
What provides guidance to the Developers on why they are building theWhat
Increment?
provides guidance to the Developers on why they are build
EditDelete #N/A
Move #N/A
9 9
EditDelete #N/A
Move #N/A
10 10
finished with work planned only for the first days of the Sprint whereCan
thatthe
work
Sprint
consists
Planning
of units
session
of one
be finished
day or less?
with work planned o
EditDelete #N/A
Move #N/A
11 11
EditDelete #N/A
Move #N/A
12 12
EditDelete #N/A
Move #N/A
13 13
EditDelete #N/A
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14 14
EditDelete #N/A
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15 15
EditDelete #N/A
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16 16
EditDelete #N/A
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17 17
What do the Developers have sole responsibility for? What do the Developers have sole responsibility for?
EditDelete #N/A
Move #N/A
18 18
Who is responsible for time and effort estimates in the Sprint Backlog?
Who is responsible for time and effort estimates in the Sprint Ba
EditDelete #N/A
Move #N/A
19 19
EditDelete #N/A
Move #N/A
20 20
requires the Product Owner and the Development Team. There is nothing SprinttoPlanning
do for the
only
Scrum
requires
Master.
the Product Owner and the Develo
EditDelete #N/A
Move #N/A
21 21
EditDelete #N/A
Move #N/A
22 22
Which three are the most applicable characteristics of the Product Which
Owner? three are the most applicable characteristics of the Produc
EditDelete #N/A
Move #N/A
23 23
at are the three pillars that uphold every implementation of empirical process
What arecontrol?
the three pillars that uphold every implementation of em
EditDelete #N/A
Move #N/A
24 24
EditDelete #N/A
Move #N/A
25 25
EditDelete #N/A
Move #N/A
26 26
in the current Sprint than was estimated. If an item in the Sprint Backlog
Truecannot
or False.
be It
finished
turned out
by the
there
end
is of
a lot
themore
Sprint,
workthe
to Sprint
do in the
is c
EditDelete #N/A
Move #N/A
27 27
Owner have been assigned. As the Scrum Master how should you advise Forthey
a new beproduct
divided10into
developers
teams? Choose
and the all
Product
applicable
Owneroptions:
have be
EditDelete #N/A
Move #N/A
28 28
the below which are correct statements that explain what happens duringOf the
thebelow
Sprint?
which are correct statements that explain what happ
EditDelete #N/A
Move #N/A
29 29
Who is allowed to make changes in the Product Backlog? Select twoWhooptions.
is allowed to make changes in the Product Backlog? Select
EditDelete #N/A
Move #N/A
30 30
Who is allowed to change the Sprint Backlog during the Sprint?
Who is allowed to change the Sprint Backlog during the Sprint?
EditDelete #N/A
Move #N/A
31 31
EditDelete #N/A
Move #N/A
32 32
What is the Developers source of requirements for the product?What is the Developers source of requirements for the product?
EditDelete #N/A
Move #N/A
33 33
ition of “Done” is created during the first Sprint and should remain unchanged
True or false,
untilthe
theDefinition
Product release?
of “Done” is created during the first
EditDelete #N/A
Move #N/A
34 34
What does Cone of Uncertainty show? What does Cone of Uncertainty show?
EditDelete #N/A
Move #N/A
35 35
Scrum allow additional meetings in addition to the Scrum Events and Doesbacklog
Scrum
review?
allow additional meetings in addition to the Scrum E
EditDelete #N/A
Move #N/A
36 36
How long should the Sprint Planning be? How long should the Sprint Planning be?
EditDelete #N/A
Move #N/A
37 37
EditDelete #N/A
Move #N/A
38 38
esting. Is it normal to have a dedicated Sprint to remove all technical debt
The and
product
prepare
is experiencing
the Productmany
for bugs
the upcoming
in testing.release?
Is it normal to
EditDelete #N/A
Move #N/A
39 39
Choose the correct order of items in the Product Backlog? Choose the correct order of items in the Product Backlog?
EditDelete #N/A
Move #N/A
40 40
What does Burn-down Chart show? What does Burn-down Chart show?
EditDelete #N/A
Move #N/A
41 41
What person or group has the authority to cancel the Sprint? What person or group has the authority to cancel the Sprint?
EditDelete #N/A
Move #N/A
42 42
If the Sprint Review is successful what is the resulting output?
If the Sprint Review is successful what is the resulting output?
EditDelete #N/A
Move #N/A
43 43
EditDelete #N/A
Move #N/A
44 44
EditDelete #N/A
Move #N/A
45 45
g the Daily Scrum time-box dependant on the size of the Scrum Team.The TheScrum
more Guide
Developers
recommends
the more
increasing
time willthe
beDaily
needed.
Scrum time-
EditDelete #N/A
Move #N/A
46 46
EditDelete #N/A
Move #N/A
47 47
Is Scrum a process, technique, framework or method? Is Scrum a process, technique, framework or method?
EditDelete #N/A
Move #N/A
48 48
rum Teams working on the same product should have the same Sprint All length.
the Scrum
True or
Teams
false?working on the same product should have
EditDelete #N/A
Move #N/A
49 49
ure each team member should answer the three main questions: WhatDuringdid I dotheyesterday?
Daily Scrum
What
the will
ScrumI do
Master
today?
should
Do I make
see any
sure
impe
eac
EditDelete #N/A
Move #N/A
50 50
Scrum is founded on: Scrum is founded on:
EditDelete #N/A
Move #N/A
51 51
EditDelete #N/A
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52 52
e made if an inspector determines that one or more aspects of a processWhen
has deviated
must an outside
adjustment
of tolerable
be made iflimits?
an inspector determines tha
EditDelete #N/A
Move #N/A
53 53
How long are the time-boxes for the Sprint Review and the Sprint Retrospective?
How long are the time-boxes for the Sprint Review and the Sprin
EditDelete #N/A
Move #N/A
54 54
Master if they can attend the Sprint Planning to provide technical or domain
Some Key
advice.
Stakeholders
Should the
have
Scrum
askedMaster
the Scrum
allowMaster
or deny
if they
this?can
EditDelete #N/A
Move #N/A
55 55
Scrum components and rules that work for a particular project or team. Scrum
Adjusting
recommends
Scrumusing
to work
and best
adapting
for you
the Scrum
is encouraged.
components a
EditDelete #N/A
Move #N/A
56 56
What is the Increment? What is the Increment?
EditDelete #N/A
Move #N/A
57 57
EditDelete #N/A
Move #N/A
58 58
Retrospective some improvements were identified. What should be done? At the
Select
Sprint
theRetrospective
best option. some improvements were identified.
EditDelete #N/A
Move #N/A
59 59
EditDelete #N/A
Move #N/A
60 60
um in 5 minutes, can you finish early or spend another 10 on another useful
If your
team
teamactivity
managessuch
to complete
as the Product
the Daily
Backlog
Scrumrefinement?
in 5 minutes,
EditDelete #N/A
Move #N/A
61 61
ho in the Scrum team is responsible for monitoring progress toward high-level
Who in the
goals?
Scrum team is responsible for monitoring progress to
EditDelete #N/A
Move #N/A
62 62
Sprint Retrospective is to: (choose three) Sprint Retrospective is to: (choose three)
EditDelete #N/A
Move #N/A
63 63
Which of the below features does the Scrum Team possess?Which of the below features does the Scrum Team possess?
EditDelete #N/A
Move #N/A
64 64
t the two meetings in which people outside the Scrum Team are allowedSelect
to participate.
the two meetings in which people outside the Scrum Team
EditDelete #N/A
Move #N/A
65 65
What questions does Sprint Planning answer? Select two. What questions does Sprint Planning answer? Select two.
EditDelete #N/A
Move #N/A
66 66
Why does Scrum have a Sprint Retrospective? Why does Scrum have a Sprint Retrospective?
EditDelete #N/A
Move #N/A
67 67
ecting the likelihood of achieving the Sprint Goal by tracking the total work
Who isremaining
responsibleinfor
theprojecting
Sprint Backlog?
the likelihood of achieving the
EditDelete #N/A
Move #N/A
68 68
Who is responsible for managing the Product Backlog? Who is responsible for managing the Product Backlog?
EditDelete #N/A
Move #N/A
69 69
What is the Sprint Backlog? What is the Sprint Backlog?
EditDelete #N/A
Move #N/A
70 70
om the Scrum Team who is most responsible for promoting and supporting From the
Scrum?
Scrum Team who is most responsible for promoting an
EditDelete #N/A
Move #N/A
71 71
Select the five Scrum Values. Select the five Scrum Values.
EditDelete #N/A
Move #N/A
72 72
The time-box for the Daily Scrum is how long? The time-box for the Daily Scrum is how long?
EditDelete #N/A
Move #N/A
73 73
EditDelete #N/A
Move #N/A
74 74
Select all the Scrum Artifacts Select all the Scrum Artifacts
EditDelete #N/A
Move #N/A
75 75
EditDelete #N/A
Move #N/A
76 76
EditDelete #N/A
Move #N/A
77 77
EditDelete #N/A
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m be skipped if there is nothing that needs to be discussed?
print Planning aim to answer? Select Three.
tunities to inspect and adapt.

Scrum Master does which of the following? Select all that apply:
Sprint Review? Select all applicable.
e to the Developers on why they are building the Increment?
g session be finished with work planned only for the first days of the Sprint where that work consists of units of one day or less?
s have sole responsibility for?
time and effort estimates in the Sprint Backlog?
quires the Product Owner and the Development Team. There is nothing to do for the Scrum Master.
st applicable characteristics of the Product Owner?

rs that uphold every implementation of empirical process control?
out there is a lot more work to do in the current Sprint than was estimated. If an item in the Sprint Backlog cannot be finished by the end of
evelopers and the Product Owner have been assigned. As the Scrum Master how should you advise they be divided into teams? Choose all a
correct statements that explain what happens during the Sprint?
e changes in the Product Backlog? Select two options.
ge the Sprint Backlog during the Sprint?

source of requirements for the product?
ition of “Done” is created during the first Sprint and should remain unchanged until the Product release?
certainty show?
tional meetings in addition to the Scrum Events and backlog review?
print Planning be?
cing many bugs in testing. Is it normal to have a dedicated Sprint to remove all technical debt and prepare the Product for the upcoming rel
r of items in the Product Backlog?

as the authority to cancel the Sprint?
successful what is the resulting output?
mmends increasing the Daily Scrum time-box dependant on the size of the Scrum Team. The more Developers the more time will be needed
hnique, framework or method?
orking on the same product should have the same Sprint length. True or false?
m the Scrum Master should make sure each team member should answer the three main questions: What did I do yesterday? What will I do t
ent be made if an inspector determines that one or more aspects of a process has deviated outside of tolerable limits?
boxes for the Sprint Review and the Sprint Retrospective?
s have asked the Scrum Master if they can attend the Sprint Planning to provide technical or domain advice. Should the Scrum Master allow
ng and adapting the Scrum components and rules that work for a particular project or team. Adjusting Scrum to work best for you is encour
tive some improvements were identified. What should be done? Select the best option.
o complete the Daily Scrum in 5 minutes, can you finish early or spend another 10 on another useful team activity such as the Product Back
is responsible for monitoring progress toward high-level goals?
to: (choose three)
tures does the Scrum Team possess?
in which people outside the Scrum Team are allowed to participate.
print Planning answer? Select two.

a Sprint Retrospective?
projecting the likelihood of achieving the Sprint Goal by tracking the total work remaining in the Sprint Backlog?
managing the Product Backlog?
who is most responsible for promoting and supporting Scrum?
aily Scrum is how long?

of one day or less?
annot be finished by the end of the Sprint, the Sprint is cancelled.
ivided into teams? Choose all applicable options:

e Product for the upcoming release?
s the more time will be needed.
do yesterday? What will I do today? Do I see any impediment?
Should the Scrum Master allow or deny this?
to work best for you is encouraged.

ivity such as the Product Backlog refinement?

Scrum Gide 2017 Vs 2020

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Scrum Guide 2017 Scrum Guide 2020

The Scrum Guide™

The Definitive Guide to Scrum: The Rules of the Game

Ken Schwaber & Jeff Sutherland

The Scrum Guide

The Definitive Guide to Scrum: The Rules of the Game

Purpose of the Scrum Guide, 3

Purpose of the Scrum Guide, 1

Purpose of the Scrum Guide

Purpose of the Scrum Guide

Ken Schwaber & Jeff Sutherland July 2020

In a nutshell, Scrum requires a Scrum Master to foster an environment where:

Research and identify viable markets, technologies, and product capabilities;

Transparency enables inspection. Inspection without transparency is misleading and wasteful.

Commitment, Focus, Openness, Respect, and Courage

The Scrum Team

The Product Owner

Clearly expressing Product Backlog items;

Developing and explicitly communicating the Product Goal;

The Development Team

Development Teams have the following characteristics:

Creating a plan for the Sprint, the Sprint Backlog;

Development Team Size

The Scrum Master

Coaching the Development Team in self-organization and cross-functionality;

Coaching the team members in self-management and cross-functionality;

Sprint Planning addresses the following topics:

Topic One: Why is this Sprint valuable?

Topic One: What can be done this Sprint?

Topic Two: How will the chosen work get done?

Topic Three: How will the chosen work get done?

The Sprint Review includes the following elements:

The purpose of the Sprint Retrospective is to:

For the Product Backlog it is the Product Goal.

Commitment: Product Goal

Monitoring Progress Toward Goals

page 11, "Commitment: Product Goal"

Commitment: Sprint Goal

Monitoring Sprint Progress

compare with page 10, "Scrum Artifacts"

page 11, "Commitment: Sprint Goal"

Commitment: Definition of Done

Scrum Guide History

The 2020 Scrum Guide is available at https://scrumguides.org/

value through adaptive solutions for complex problems.

rly 1990s, Scrum has been used extensively, worldwide, to:

ments for product use; and,

o complex work, such as those types identified above.

spection, and adaptation.

crum events are designed to provoke change.

Scrum Events section of this document:

ection and adaptation within a containing event, the Sprint..."

Product Backlog management includes:

ever, the Product Owner remains accountable.

. Regardless, the Product Owner remains accountable.

ct of a usable Increment each Sprint.

ain of work. However, the Developers are always accountable for:

yet fully adopted and understood.

er has the authority to cancel the Sprint.

eated by the collaborative work of the entire Scrum Team.

vering them are together referred to as the Sprint Backlog.

horter Sprints, the event is usually shorter.