1. Scrum Team
1.1. attributes
1.1.1. self-organizing
1.1.1.1. they choose how to accomplish their work
1.1.2. cross-functional
1.1.2.1. everyone needed to accomplish goals are in team
1.2. why this Scrum Team format
1.2.1. flexible
1.2.2. creative
1.2.3. productive
1.3. Dev. Team
1.3.1. deliver
1.3.1.1. potentially releasable "Done" increment
1.3.1.2. only Dev. team can deliver
1.3.2. self-organized
1.3.2.1. structured & empowered by org.
1.3.2.1.1. efficiency
1.3.2.1.2. effectiveness
1.3.2.2. only they(not even SM) decide how to turn Product Backlog into increments
1.3.3. cross-functional
1.3.3.1. have all skills
1.3.3.1.1. to create a product increment
1.3.4. 1 title
1.3.4.1. developer
1.3.5. 1 team
1.3.5.1. no
1.3.5.1.1. tester team
1.3.5.1.2. developer team
1.3.5.1.3. analysis team
1.3.6. individuals
1.3.6.1. may have speciliazed skills
1.3.6.2. but
1.3.6.2.1. whole team has the accountability
1.3.7. size
1.3.7.1. small enough to be flexible
1.3.7.1.1. smaller
1.3.7.2. large enough to achieve increment
1.3.7.2.1. larger
1.4. Product Owner
1.4.1. maximize
1.4.1.1. Value of
1.4.1.1.1. product
1.4.1.1.2. and the work of dev team
1.4.1.2. how
1.4.1.2.1. depends on org.
1.4.2. needs respect
1.4.2.1. for her decisions from entire org.
1.4.3. managing backlog
1.4.3.1. order items
1.4.3.1.1. to best achieve goals and missions
1.4.3.2. optimize
1.4.3.2.1. the value of the work Dev Team performs
1.4.3.3. clearly express
1.4.3.4. dev team
1.4.3.4.1. understands items to the level needed.
1.4.3.5. transparent, visible and clear
1.4.3.6. roadmap
1.4.3.6.1. everyone gets what scrum team will work on next
1.4.3.7. sole person responsible for
1.4.3.7.1. but Dev Team can do PO's duties too.
1.4.4. do not allow
1.4.4.1. another set of requirements
1.4.4.2. anyone tell what to do other than PO
1.5. Scrum Master
1.5.1. responsible for
1.5.1.1. Scrum
1.5.1.1.1. is understood
1.5.1.1.2. is applied
1.5.1.2. ensures Scrum Team adheres
1.5.1.2.1. theory
1.5.1.2.2. practice
1.5.1.2.3. rules
1.5.2. servant-leader
1.5.3. tell outsiders
1.5.3.1. you are helping Scrum team
1.5.3.2. you are hurting Scrum team
1.5.4. services to
1.5.4.1. PO
1.5.4.1.1. Backlog management
1.5.4.1.2. tells Scrum Team
1.5.4.1.3. understand
1.5.4.1.4. agility
1.5.4.1.5. facilitating Scrum events
1.5.4.2. Dev Team
1.5.4.2.1. coach
1.5.4.2.2. help
1.5.4.2.3. remove impediments
1.5.4.2.4. facilitating Scrum events
1.5.4.3. Org
1.5.4.3.1. lead & coach
1.5.4.3.2. help
1.5.4.3.3. plan
1.5.4.3.4. cause
1.5.4.3.5. work
2. Events
2.1. The Sprint
2.1.1. cannot be shortened or lengthened
2.1.2. consistent durations are best
2.1.3. starts after previous sprint conclusion
2.1.4. rules
2.1.4.1. no change to
2.1.4.1.1. endanger
2.1.4.2. scope may be clarified between Dev Team and PO.
2.1.4.2.1. as more is learned
2.1.5. each sprint is a project
2.1.5.1. accomplish something WHAT
2.1.5.2. a design HOW
2.1.5.3. a flexible plan WHEN
2.1.6. duration
2.1.6.1. limited 1 month
2.1.6.2. when it's too long
2.1.6.2.1. definition of what is being built may change
2.1.6.2.2. complexity may rise
2.1.6.2.3. risk may increase
2.1.7. risk
2.1.7.1. limits risk to one month of cost
2.1.8. predictabilty
2.1.8.1. inspect and adapt every 1 month
2.1.9. cancelling
2.1.9.1. only PO can do it
2.1.9.1.1. PO may influence from others
2.1.9.2. how?
2.1.9.2.1. Sprint Goal is obsolete!
2.1.9.3. but since sprint is not too long, cancelling may not be best decision
2.1.9.4. traumatic experience for Scrum Team
2.1.9.5. items
2.1.9.5.1. DONE items
2.1.9.5.2. unDONE items
2.2. Sprint Planning
2.2.1. who?
2.2.1.1. Scrum Team
2.2.2. duration
2.2.2.1. 8 hours / 1 month
2.2.3. responsibilities
2.2.3.1. SM
2.2.3.1.1. event takes place
2.2.3.1.2. everyone understand its purpose
2.2.3.1.3. teaches Scrum Team to keep it in time-box
2.2.4. Questions
2.2.4.1. What?
2.2.4.1.1. What can be delivered in the increment resulting from the incoming Sprint?
2.2.4.1.2. Sprint Goal
2.2.4.2. How?
2.2.4.2.1. How will the work needed to deliver the Increment be achieved?
2.2.5. Sprint Goal
2.2.5.1. If work turns out to be different(less/much) than Dev. Team expected, they collaborate with PO to negotiate the scope of Backlog.
2.2.6. end of Sprint Planning
2.2.6.1. Dev Team
2.2.6.1.1. should be able to explain
2.3. Daily Scrum
2.3.1. goal
2.3.1.1. optimizes probability that
2.3.1.1.1. the Development Team
2.3.1.2. This is a key
2.3.1.2.1. inspect
2.3.1.2.2. and adapt meeting.
2.3.2. benefits
2.3.2.1. Dev Team
2.3.2.1.1. understand
2.3.2.2. improve
2.3.2.2.1. communications
2.3.2.3. eliminate
2.3.2.3.1. other meetings
2.3.2.4. identify
2.3.2.4.1. impediments to development for removal
2.3.2.5. highlight and promote
2.3.2.5.1. quick decision-making
2.3.2.6. improve
2.3.2.6.1. the Development Team’s level of knowledge
2.3.3. how?
2.3.3.1. Inspect
2.3.3.1.1. last 24 hours
2.3.3.2. Forecast
2.3.3.2.1. next 24 hours
2.3.3.3. 15 minutes
2.3.3.4. 3 Qs
2.3.3.4.1. What did I do yesterday
2.3.3.4.2. What will I do today
2.3.3.4.3. Do I see any impediments
2.3.3.5. Same place & time
2.3.3.5.1. reduce complexity
2.3.3.6. Inspect
2.3.3.6.1. progress
2.3.4. Scrum Master
2.3.4.1. ensure Dev Team has the meeting
2.3.4.2. teaches Dev Team to keep in 15 minutes.
2.3.4.3. enforces the rule only Dev Team members participate
2.3.5. Dev Team
2.3.5.1. responsible
2.3.5.1.1. for conducting the Daily Scrum
2.3.6. after daily
2.3.6.1. The Development Team or team members
2.3.6.1.1. often meet immediately after the Daily Scrum
2.4. Sprint Review
2.4.1. attendees
2.4.1.1. Scrum Team
2.4.1.2. Key stakeholders invited by PO
2.4.2. SM
2.4.2.1. event takes place
2.4.2.2. everyone gets the purpose
2.4.2.3. teaches time-box
2.4.3. PO
2.4.3.1. explains
2.4.3.1.1. done
2.4.3.1.2. not done
2.4.3.2. discusses
2.4.3.2.1. Product Backlog as it is
2.4.3.2.2. projects like completion dates(if needed)
2.4.4. Dev. Team
2.4.4.1. discuss
2.4.4.1.1. what went well
2.4.4.1.2. what problems
2.4.4.2. demonstrates
2.4.4.2.1. "done" work
2.4.4.2.2. answers questions
2.4.5. goal
2.4.5.1. Inspect increment
2.4.5.2. Adapt Product backlog
2.4.6. Review
2.4.6.1. timeline
2.4.6.2. budget
2.4.6.3. marketplace
2.4.7. 4 hour / 1 month
2.4.8. result
2.4.8.1. revise Product Backlog
2.4.8.1.1. defines the probable Product Backlog items for the next Sprint.
2.4.9. What's next?
2.4.9.1. everybody talks about what's next
2.4.9.1.1. valuable input for next spring planning
2.4.9.2. What's the next valuable next item?
2.4.9.2.1. market changes
2.4.10. informal meeting
2.4.11. status meeting
2.4.12. presentation of the Increment is intended to
2.4.12.1. elicit feedback
2.4.12.2. foster collaboration
2.5. Sprint Retrospective
2.5.1. inspect
2.5.1.1. the last sprint
2.5.1.1.1. people
2.5.1.1.2. relationships
2.5.1.1.3. process
2.5.1.1.4. tools
2.5.2. Identify & order
2.5.2.1. what went well
2.5.2.2. potential improvements
2.5.3. adapt
2.5.3.1. next sprint
2.5.3.2. definition of "done"
2.5.3.2.1. to improve product quality
2.5.4. SM
2.5.4.1. event takes place
2.5.4.2. everyone gets the purpose
2.5.4.3. teaches time-box
2.5.4.4. accountable for Scrum process
2.5.4.5. encourages
2.5.4.5.1. Scrum Team
2.5.5. after review before next sprint's "sprint planning"
2.5.6. 3 hours / 1 month
2.6. time-boxed
2.7. inspect and adapt
3. Artifacts
3.1. Product Backlog
3.1.1. single source
3.1.1.1. requirements for any changes
3.1.2. ordered list
3.1.2.1. everything needed in product
3.1.3. PO
3.1.3.1. is responsible
3.1.3.1.1. content
3.1.3.1.2. availability
3.1.3.1.3. ordering
3.1.4. lists
3.1.4.1. features
3.1.4.2. functions
3.1.4.3. requirements
3.1.4.4. enhancements
3.1.4.5. fixes
3.1.5. item
3.1.5.1. description
3.1.5.2. order
3.1.5.3. estimate
3.1.5.4. value
3.1.5.5. higher ordered items
3.1.5.5.1. clearer
3.1.5.5.2. more detailed
3.1.5.6. READY
3.1.5.6.1. can be "DONE" by Dev. Team
3.1.6. Backlog refinement
3.1.6.1. When?
3.1.6.1.1. Scrum Team
3.1.6.2. what?
3.1.6.2.1. add details
3.1.6.2.2. estimates
3.1.6.2.3. order
3.1.6.3. < %10 of Dev. Team Sprint
3.1.7. estimations
3.1.7.1. Dev. Team is responsbile
3.1.7.2. PO helps to understands and selects trade-offs
3.1.8. Monitoring
3.1.8.1. Total work remaining
3.1.8.1.1. release burndown
3.1.8.1.2. sprint burndown
3.1.8.2. Do not forget empricism
3.1.8.2.1. What will is unknown.
3.1.8.2.2. What has happened may be used for forward-looking
3.2. Sprint Backlog
3.3. Increment
3.4. transperency
4. Definition
4.1. Purpose
4.1.1. complex products
4.1.1.1. develop
4.1.1.2. deliver
4.1.1.3. sustain
4.2. A framework
4.2.1. within which people can address
4.2.1.1. complex adaptive problems
4.2.1.2. while productively and creatively
4.2.1.2.1. delivering products
4.2.2. within which you can employ various
4.2.2.1. processes
4.2.2.2. techniques
4.3. lightweight
4.4. simple to understand
4.4.1. difficult to master
4.5. Scrum makes clear
4.5.1. the relative efficacy of
4.5.1.1. your product management
4.5.1.2. and
4.5.1.3. development practices
4.5.2. so that you can continuously improve
4.5.2.1. the product
4.5.2.2. the team
4.5.2.3. the working environment
4.6. consists
4.6.1. Scrum Team
4.6.2. roles
4.6.3. events
4.6.4. artifacts
4.6.5. rules
4.7. specific tactics
4.7.1. vary
4.7.2. described somewhere else
4.8. is not
4.8.1. a technique
4.8.2. a process
4.8.3. a definitive method
5. Uses of Scrum
5.1. Scrum proved especially effective in iterative and incremental knowledge transfer.
5.2. The essence of Scrum is a small team of people.
5.2.1. The individual team is highly flexible and adaptive.
5.2.2. These strengths continue operating in single, several, many, and networks of teams that develop, release, operate and sustain the work and work products of thousands of people.
5.2.3. They collaborate and interoperate through sophisticated development architectures and target release environments.
6. history (NEW!)
6.1. 1600s
6.1.1. philosophy
6.1.1.1. Empricisim
6.2. 1620
6.2.1. scientific method
6.2.1.1. Francis Bacon
6.3. 1930
6.3.1. Plan-Do-Study-Act
6.3.1.1. Walter Shewhart of Bell Labs
6.3.1.1.1. taught
6.4. Plan-Do-Check-Act
6.4.1. W. Edwards Deming
6.4.1.1. Toyota
6.4.1.2. trained hundreds of the company’s managers
6.5. 1984
6.5.1. Toyota Production System
6.5.2. Taiichi Ohno
6.5.3. Eiji Toyoda
6.6. 1980-1990
6.6.1. Lean
6.6.1.1. researchers from MIT had begun to study Japanese manufacturing systems
6.7. 1986
6.7.1. The New New Product Development Game
6.7.1.1. Studying manufacturers that were releasing successful innovations far faster than competitors, the authors identified a team-oriented approach that changed the design and development process for
6.7.1.1.1. products such as copiers at Fuji-Xerox, automobile engines at Honda, and cameras at Canon.
6.7.1.2. Rather than following conventional “relay race” methods of product development — in which one group of functional specialists hands off its completed phase to the next functional stage —
6.7.1.3. these companies were using what Takeuchi and Nonaka called a “rugby” approach, “where a team tries to go the whole distance as a unit, passing the ball back and forth.”
6.8. 1993
6.8.1. Jeff Sutherland
6.8.2. Easel Corporation
6.8.2.1. software company,
6.9. 1995
6.9.1. needed to develop a new product to replace its legacy offerings
6.9.1.1. in less than six months.
6.9.2. Scrum
6.9.2.1. Events
6.9.2.1.1. inspired from
6.9.2.2. First experimented
6.10. 2001
6.10.1. Agile Manifesto
6.11. source
6.11.1. The Secret History of Agile Innovation
7. Theory
7.1. Empiricism
7.1.1. asserts that
7.1.1.1. knowledge
7.1.1.1.1. comes from experience
7.1.1.2. making decisions
7.1.1.2.1. based on
7.1.2. pillars
7.1.2.1. transparency
7.1.2.1.1. Significant aspects of the process
7.1.2.2. inspection
7.1.2.2.1. to detect undesirable variances
7.1.2.2.2. work >(is more important than) inspection
7.1.2.3. adaptation
7.1.2.3.1. process
7.1.2.4. inspection and adaptation
7.1.2.4.1. events
7.2. Scrum employs
7.2.1. iterative
7.2.2. incremental approach
7.2.2.1. to
7.2.2.1.1. optimize
7.2.2.1.2. control
7.2.2.1.3. maximizing opportunities
8. Values (NEW!)
8.1. Commitment
8.1.1. People personally commit to achieving the goals of the Scrum Team
8.2. Cuorage
8.2.1. The Scrum Team members have courage to do the right thing and work on tough problems.
8.3. Focus
8.3.1. Everyone focuses on the work of the Sprint and the goals of the Scrum Team.
8.4. Openness
8.4.1. The Scrum Team and its stakeholders agree to be open about all the work and the challenges with performing the work.
8.5. Respect
8.5.1. Scrum Team members respect each other to be capable, independent people.
8.6. Successful use of Scrum depends on people becoming more proficient in living these five values.
9. resources
9.1. Go to Scrum Guide
9.2. Go to Agile Manifesto
9.3. Suggested Reading for Professional Scrum Master
9.3.1. The Scrum Framework
9.3.1.1. The Scrum Guide
9.3.1.2. Agile Software Development with Scrum
9.3.1.3. Scrum: A pocket guide
9.3.2. Scrum Theory and Principles
9.3.2.1. The New New Product Development Game
9.3.2.2. A Leader's Framework for Decision-Making
9.3.2.3. The Leaders's Guide to Radical Management
9.3.3. Cross-functional, Self-organizing Teams
9.3.3.1. The 5 Dysfunctions of a Team
9.3.3.2. Drive
9.3.3.3. Peopleware
9.3.4. Coaching and Facilitation
9.3.4.1. Coaching Agile Teams
9.3.4.2. Agile Retrospectives
9.3.4.3. Scrum Mastery
9.3.5. Scrum at Large
9.3.5.1. The Enterprise and Scrum
9.3.5.2. Software in 30 days
9.3.5.3. Our Iceberg is Melting