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We developed Scrum in the early 1990s. We wrote the first version of theScrum Guide in 2010 to help people worldwide understand Scrum. We haveevolved the Guide since then through small, functional updates.Together, we stand behind it.
The Scrum Guide contains the definition of Scrum. Each element of theframework serves a specific purpose that is essential to the overallvalue and results realized with Scrum. Changing the core design or ideasof Scrum, leaving out elements, or not following the rules of Scrum,covers up problems and limits the benefits of Scrum, potentially evenrendering it useless.
As Scrum is being used, patterns, processes, and insights that fit theScrum framework as described in this document, may be found, applied anddevised. Their description is beyond the purpose of the Scrum Guidebecause they are context sensitive and differ widely between Scrum uses.Such tactics for using within the Scrum framework vary widely and aredescribed elsewhere.
Scrum is simple. Try it as is and determine if its philosophy, theory,and structure help to achieve goals and create value. The Scrumframework is purposefully incomplete, only defining the parts requiredto implement Scrum theory. Scrum is built upon by the collectiveintelligence of the people using it. Rather than provide people withdetailed instructions, the rules of Scrum guide their relationships andinteractions.
Various processes, techniques and methods can be employed within theframework. Scrum wraps around existing practices or renders themunnecessary. Scrum makes visible the relative efficacy of currentmanagement, environment, and work techniques, so that improvements canbe made.
Scrum is founded on empiricism and lean thinking. Empiricism assertsthat knowledge comes from experience and making decisions based on whatis observed. Lean thinking reduces waste and focuses on the essentials.
Scrum employs an iterative, incremental approach to optimizepredictability and to control risk. Scrum engages groups of people whocollectively have all the skills and expertise to do the work and shareor acquire such skills as needed.
Scrum combines four formal events for inspection and adaptation within acontaining event, the Sprint. These events work because they implementthe empirical Scrum pillars of transparency, inspection, and adaptation.
The emergent process and work must be visible to those performing thework as well as those receiving the work. With Scrum, importantdecisions are based on the perceived state of its three formalartifacts. Artifacts that have low transparency can lead to decisionsthat diminish value and increase risk.
The Scrum artifacts and the progress toward agreed goals must beinspected frequently and diligently to detect potentially undesirablevariances or problems. To help with inspection, Scrum provides cadencein the form of its five events.
If any aspects of a process deviate outside acceptable limits or if theresulting product is unacceptable, the process being applied or thematerials being produced must be adjusted. The adjustment must be madeas soon as possible to minimize further deviation.
The Scrum Team commits to achieving its goals and to supporting eachother. Their primary focus is on the work of the Sprint to make the bestpossible progress toward these goals. The Scrum Team and itsstakeholders are open about the work and the challenges. Scrum Teammembers respect each other to be capable, independent people, and arerespected as such by the people with whom they work. The Scrum Teammembers have the courage to do the right thing, to work on toughproblems.
These values give direction to the Scrum Team with regard to their work,actions, and behavior. The decisions that are made, the steps taken, andthe way Scrum is used should reinforce these values, not diminish orundermine them. The Scrum Team members learn and explore the values asthey work with the Scrum events and artifacts. When these values areembodied by the Scrum Team and the people they work with, the empiricalScrum pillars of transparency, inspection, and adaptation come to lifebuilding trust.
The fundamental unit of Scrum is a small team of people, a Scrum Team.The Scrum Team consists of one Scrum Master, one Product Owner, andDevelopers. Within a Scrum Team, there are no sub-teams or hierarchies.It is a cohesive unit of professionals focused on one objective at atime, the Product Goal.
The Scrum Team is small enough to remain nimble and large enough tocomplete significant work within a Sprint, typically 10 or fewer people.In general, we have found that smaller teams communicate better and aremore productive. If Scrum Teams become too large, they should considerreorganizing into multiple cohesive Scrum Teams, each focused on thesame product. Therefore, they should share the same Product Goal,Product Backlog, and Product Owner.
The entire Scrum Team is accountable for creating a valuable, usefulIncrement every Sprint. Scrum defines three specific accountabilitieswithin the Scrum Team: the Developers, the Product Owner, and the ScrumMaster.
For Product Owners to succeed, the entire organization must respecttheir decisions. These decisions are visible in the content and orderingof the Product Backlog, and through the inspectable Increment at theSprint Review.
The Product Owner is one person, not a committee. The Product Owner mayrepresent the needs of many stakeholders in the Product Backlog. Thosewanting to change the Product Backlog can do so by trying to convincethe Product Owner.
The Scrum Master is accountable for establishing Scrum as defined in theScrum Guide. They do this by helping everyone understand Scrum theoryand practice, both within the Scrum Team and the organization.
The Sprint is a container for all other events. Each event in Scrum is aformal opportunity to inspect and adapt Scrum artifacts. These eventsare specifically designed to enable the transparency required. Failureto operate any events as prescribed results in lost opportunities toinspect and adapt. Events are used in Scrum to create regularity and tominimize the need for meetings not defined in Scrum.
Various practices exist to forecast progress, like burn-downs, burn-ups,or cumulative flows. While proven useful, these do not replace theimportance of empiricism. In complex environments, what will happen isunknown. Only what has already happened may be used for forward-lookingdecision making.
The Product Owner ensures that attendees are prepared to discuss themost important Product Backlog items and how they map to the ProductGoal. The Scrum Team may also invite other people to attend SprintPlanning to provide advice.
The Product Owner proposes how the product could increase its value andutility in the current Sprint. The whole Scrum Team then collaborates todefine a Sprint Goal that communicates why the Sprint is valuable tostakeholders. The Sprint Goal must be finalized prior to the end ofSprint Planning.
Through discussion with the Product Owner, the Developers select itemsfrom the Product Backlog to include in the current Sprint. The ScrumTeam may refine these items during this process, which increasesunderstanding and confidence.
Selecting how much can be completed within a Sprint may be challenging.However, the more the Developers know about their past performance,their upcoming capacity, and their Definition of Done, the moreconfident they will be in their Sprint forecasts.
For each selected Product Backlog item, the Developers plan the worknecessary to create an Increment that meets the Definition of Done. Thisis often done by decomposing Product Backlog items into smaller workitems of one day or less. How this is done is at the sole discretion ofthe Developers. No one else tells them how to turn Product Backlog itemsinto Increments of value.
The Daily Scrum is a 15-minute event for the Developers of the ScrumTeam. To reduce complexity, it is held at the same time and place everyworking day of the Sprint. If the Product Owner or Scrum Master areactively working on items in the Sprint Backlog, they participate asDevelopers.
The Developers can select whatever structure and techniques they want,as long as their Daily Scrum focuses on progress toward the Sprint Goaland produces an actionable plan for the next day of work. This createsfocus and improves self-management.
The purpose of the Sprint Review is to inspect the outcome of the Sprintand determine future adaptations. The Scrum Team presents the results oftheir work to key stakeholders and progress toward the Product Goal isdiscussed.
During the event, the Scrum Team and stakeholders review what wasaccomplished in the Sprint and what has changed in their environment.Based on this information, attendees collaborate on what to do next. TheProduct Backlog may also be adjusted to meet new opportunities. TheSprint Review is a working session and the Scrum Team should avoidlimiting it to a presentation.
The Scrum Team inspects how the last Sprint went with regards toindividuals, interactions, processes, tools, and their Definition ofDone. Inspected elements often vary with the domain of work. Assumptionsthat led them astray are identified and their origins explored. TheScrum Team discusses what went well during the Sprint, what problems itencountered, and how those problems were (or were not) solved.
The Scrum Team identifies the most helpful changes to improve itseffectiveness. The most impactful improvements are addressed as soon aspossible. They may even be added to the Sprint Backlog for the nextSprint.
Product Backlog items that can be Done by the Scrum Team within oneSprint are deemed ready for selection in a Sprint Planning event. Theyusually acquire this degree of transparency after refining activities.Product Backlog refinement is the act of breaking down and furtherdefining Product Backlog items into smaller more precise items. This isan ongoing activity to add details, such as a description, order, andsize. Attributes often vary with the domain of work.
The Sprint Backlog is a plan by and for the Developers. It is a highlyvisible, real-time picture of the work that the Developers plan toaccomplish during the Sprint in order to achieve the Sprint Goal.Consequently, the Sprint Backlog is updated throughout the Sprint asmore is learned. It should have enough detail that they can inspecttheir progress in the Daily Scrum.
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