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Jorge Orozco4084
Mind Map by Jorge Orozco4084, updated more than 1 year ago
Jorge Orozco4084
Created by Jorge Orozco4084 over 6 years ago

Resource summary

  1. Scrum is a framework for developing and sustaining complex products. This Guide contains the definition of Scrum.
    1. Definition
      1. Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
        1. Difficult to master
          1. simple to understand
            1. lightweigth
          2. Ken Schwaber and Jeff Sutherland developed Scrum; the Scrum Guide is written and provided by them. Together, they stand behind the Scrum Guide.
            1. Definition
              1. Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
                1. Difficult to master
                  1. Simple to understand
                    1. Lightweight
                    2. The Scrum framework consists of Scrum Teams and their associated roles, events, artifacts, and rules. Each component within the framework serves a specific purpose and is essential to Scrum’s success and usage.
                    3. Theory
                      1. Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk.
                        1. Transparency
                          1. Significant aspects of the process must be visible to those responsible for the outcome.
                          2. Inspection
                            1. Scrum users must frequently inspect Scrum artifacts and progress toward a Sprint Goal to detect undesirable variances.
                            2. Adaptation
                              1. If an inspector determines that one or more aspects of a process deviate outside acceptable limits, and that the resulting product will be unacceptable, the process or the material being processed must be adjusted
                          3. Team
                            1. The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master.
                              1. The product Owner
                                1. The Product Owner is responsible for maximizing the value of the product and the work of the Development Team.
                                  1. The Product Owner is one person, not a committee.
                                2. The developer Team
                                  1. The Development Team consists of professionals who do the work of delivering a potentially releasable Increment of “Done” product at the end of each Sprint. Only members of the Development Team create the Increment
                                    1. size
                                      1. Optimal Development Team size is small enough to remain nimble and large enough to complete significant work within a Sprint. Fewer than three Development Team members decrease interaction and results in smaller productivity gains.
                                  2. The Scrum master
                                    1. The Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules.
                                      1. Scrum Master Service to the Product Owner
                                        1. Finding techniques, Helping the Scrum, Understanding product planning, Ensuring the Product Owner
                                        2. Scrum Master Service to the Development Team
                                          1. Coaching the Development Team, Helping the Development Team to create high-value products. Removing impediments
                                          2. Scrum Master Service to the Organization
                                            1. Leading and coaching the organization , Planning Scrum, Helping employees and stakeholders , Causing change
                                      2. Events
                                        1. All events are time-boxed events, such that every event has a maximum duration. Once a Sprint begins, its duration is fixed and cannot be shortened or lengthened. The remaining events may end whenever the purpose of the event is achieved, ensuring an appropriate amount of time is spent without allowing waste in the process.
                                          1. The sprint
                                            1. The heart of Scrum is a Sprint, a time-box of one month or less during which a “Done”, useable, and potentially releasable product Increment is created. Sprints best have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint.
                                              1. During the Sprint
                                                1. No changes are made that would endanger the Sprint Goal
                                                  1. Quality goals do not decrease; and,
                                                    1. Scope may be clarified and re-negotiated between the Product Owner and Development Team as more is learned.
                                                  2. Sprint Planning
                                                    1. Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter. The Scrum Master ensures that the event takes place and that attendants understand its purpose. The Scrum Master teaches the Scrum Team to keep it within the time-box.
                                                    2. Sprint Goal
                                                      1. 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 building the Increment. It is created during the Sprint Planning meeting.
                                                      2. Sprint Review
                                                        1. A Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in the Sprint
                                                        2. Sprint Retrospective
                                                          1. The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning. This is a three-hour time-boxed meeting for one-month Sprints. For shorter Sprints, the event is usually shorter. The Scrum Master ensures that the event takes place and that attendants understand its purpose. The Scrum Master teaches all to keep it within the time-box. The Scrum Master participates as a peer team member in the meeting from the accountability over the Scrum process.
                                                      3. Daily Scrum
                                                        1. The Daily Scrum is a 15-minute time-boxed event for the Development Team to synchronize activities and create a plan for the next 24 hours. This is done by inspecting the work since the last Daily Scrum and forecasting the work that could be done before the next one. The Daily Scrum is held at the same time and place each day to reduce complexity. During the meeting, the Development Team members explain:
                                                        2. Artifacts
                                                          1. Product Backlock
                                                            1. The Product Backlog is an ordered list of everything that might be needed in the product and is the single source of requirements for any changes to be made to the product.
                                                              1. The Product Backlog lists all features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases. Product Backlog items have the attributes of a description, order, estimate and value.
                                                                1. Monitoring Progress Toward a Goal
                                                                  1. At any point in time, the total work remaining to reach a goal can be summed. The Product Owner tracks this total work remaining at least every Sprint Review. The Product Owner compares this amount with work remaining at previous Sprint Reviews to assess progress toward completing projected work by the desired time for the goal. This information is made transparent to all stakeholders
                                                              2. Sprint Backlock
                                                                1. The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal. The Sprint Backlog is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a “Done” Increment.
                                                                2. Increment
                                                                  1. The Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints
                                                                  2. Artifact Transparency
                                                                    1. Scrum relies on transparency. Decisions to optimize value and control risk are made based on the perceived state of the artifacts. To the extent that transparency is complete, these decisions have a sound basis
                                                                      1. Definition of “Done”
                                                                        1. When a Product Backlog item or an Increment is described as “Done”, everyone must understand what “Done” means. Although this varies significantly per Scrum Team, members must have a shared understanding of what it means for work to be complete, to ensure transparency. This is the definition of “Done” for the Scrum Team and is used to assess when work is complete on the product Increment.
                                                                    2. End Note
                                                                      1. Scrum is free and offered in this Guide. Scrum’s roles, artifacts, events, and rules are immutable and although implementing only parts of Scrum is possible, the result is not Scrum. Scrum exists only in its entirety and functions well as a container for other techniques, methodologies, and practices.
                                                                      2. Aknowledgements
                                                                        1. People
                                                                          1. History
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