Focus

 We focus on having a Done Increment at least by the end of every

Sprint.

 The Scrum events and artifacts help create focus on inspecting

progress and new information, so we can adapt at frequent enough
intervals.

 We focus on a Sprint Goal to guide the team in what to deliver.

 Each role has a clear accountability which helps individuals know what
to focus on, which ultimately contributes to team outcomes.

 The Product Backlog is an ordered list, and that creates focus on what
is most important thing to do next.

 Timeboxed events create a sense of urgency and help us focus on

the purpose of the event.

Openess

 Being open about our work helps create transparency to our

progress. Without transparency, any attempts to inspect and adapt will
be flawed.

 Openness enables team members to ask for help.

 Openness allows team members to offer help to each other.

 Openness enables team members to share their perspectives, feel

heard by their peers, and be able to support team decisions.

 When our assumptions turn out to be invalid, openness helps us admit

we were wrong and change direction. This applies to a
feature we thought would be valuable. This also applies to how
we chose to implement a feature in the product.

Courage
  It takes courage to be transparent about progress under pressure to
deliver more faster.

 It takes courage to NOT show our stakeholders undone work.

 It takes courage to ask for help or admit we do not know how to do

something.

 It takes courage to hold others accountable when they are not

meeting commitments to the team.

 We may discover we built something our customers don't want. It takes

courage to admit our assumptions were wrong and change
direction.

 It takes courage to try to build something we've never built before, not
knowing if it will work or not.

 It takes courage to share a dissenting opinion with a team member

and engage in productive conflict.

 It takes courage to admit our mistakes. This could apply to our

technical work, our decisions, or how we conduct ourselves.

Commitment

 Every Scrum role has a distinct accountability, and this is a

commitment.

o The Product Owner demonstrates commitment by making

the best decisions to optimize the value of the product, not
simply trying to please every stakeholder.

o The Developers demonstrates commitment by creating an

Increment that meets their definition of "Done," not something
that is almost done.

o The Scrum Master demonstrates commitment by upholding the

Scrum Framework, which means we don't extend the Sprint or
 other time-boxes under pressure to get to "Done." The Scrum
Master demonstrates commitment by removing impediments that
the Scrum Team cannot resolve themselves, rather than tolerating
the status quo in the organization.

 Delivering a "Done" increment by the end of the Sprint promotes

a commitment to quality and continuous improvement.

 The Product Backlog enables a commitment to

transparency. Stakeholders can see what is currently planned in the
product and the current order.

 The Sprint Backlog enables a commitment to transparency of our

progress. The Scrum Team owns the Sprint Backlog, and it always
reflect our current progress based on what we have learned.

 The Daily Scrum is an opportunity for the Development Team to

demonstrate commitment to each other. They collaboratively inspect
their progress and adapt their plan. They determine how they can best
work together to achieve the Sprint Goal.

 The Sprint Retrospective promotes a commitment to continuous

improvement as a team. We inspect our processes, tools, and
interactions and identify and commit to actionable improvements.

Respect

 The entire Scrum Team attends Sprint Planning, the Sprint Review,
and the Sprint Retrospective. This promotes respect for each role, the
accountabilities, and diverse perspectives.

 The Scrum Team is cross-functional, which means as a whole it has

all of the skills necessary to deliver a usable product Increment. This
promotes respect for everyone's experiences, skills, and ideas. This
also promotes learning and growth.

 The Sprint Backlog is owned by the Developers. Since they are the
ones doing the work to create the Increment, they decide how much
they can do in a Sprint and how to do the work. This demonstrates
respect for their knowledge and skills, as well as a respect for working
 at a sustainable pace.

 By only reviewing a product Increment that meets the Definition of

Done in a Sprint Review, we bring transparency to our true progress.
This demonstrates respect for our stakeholders.

 A Product Owner seeks input from, collaborates with, and sets realistic
expectations for stakeholders. This is another demonstration of
respect for stakeholders.

 The Scrum Master's focus is on the health of the Scrum Team and
the effective use of Scrum. Having a role that focuses on teaching,
facilitating, and coaching demonstrates a respect for people and teams
and their capacity for growth.

 Scrum's focus on delivering value shows respect to our organization

by not spending money on low value features or things that may
never be used.

 Having a usable Increment of value by the end of the Sprint shows

respect to our organization by not forcing more i

question of Scrum Master

 How is my Product Owner doing?

o Is the Product Backlog in shape?
o How is he/she managing the stakeholders?
o What about delivering business value and return-on-investment?
 How is the Scrum Team doing?
o Are they working together?
o Is there conflict in the team, do they resolve that?
o Is the team making decisions?
 How are our engineering practices doing?
o Is the team caring and improving them?
o How is the test automation?
o Is the team expanding their Definition of Done?
 How is my organization doing?
o Is there inter-team coordination?
o What organizational impediments are in the way?
o What about the HR practices?