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Agile - Scrum Guide 2020 > Scrum > Flashcards

Scrum Flashcards

These flashcards are created from the Scrum Guide(Nov 2020 Edition): https://www.scrumguides.org/download.html The Scrum Guide is the definitive description of the primary form of agile used today.

1
Q

Who orders the work for a complex problem into a Product Backlog?

A

The Product Owner

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2
Q

Who turns a selection of the work into an Increment of value during a Sprint?

A

The Scrum Team

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3
Q

Who inspects the results and adjust for the next Sprint.

A

The Scrum Team and its stakeholders

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4
Q

What is knowledge comes from experience and making decisions based on what is observed?

A

Empirirical knowledge, knowledge based on measures

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5
Q

What reduces waste and focuses on the essentials.

A

Lean Thinking

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6
Q

How Does Scrum optimize predictability and to control risk

A

By employing an iterative, incremental approach.

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7
Q

What is Scrum’s containing Event?

A

The Sprint ‘contains’ four formal events for inspection and adaptation: Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective

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8
Q

What are the five Scrum Events

A

The Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective

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9
Q

What are the 3 Empirical Scrum Pillars

A

transparency, inspection, and adaptation

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10
Q

When is Inspection Misleading and Wasteful

A

When there is no (or little) Transparency

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11
Q

Which Empirical Scrum Pillar requires that emergent process and work must be visible to those performing the work as well as those receiving the work.

A

Transparency

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12
Q

Which Scrum Empirical Pillar allows important decisions to be made based on the perceived state of Scrum’s three formal artifacts

A

Transparency makes the Product Backlog, the Sprint Backolo and the Increment’s Percived States Useful to decision making

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13
Q

Which Empirical Scrum Pillar allows us to progress toward agreed goals whilst frequently and diligently detecting potentially undesirable variances or problems

A

Inspection

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14
Q

Which of the Empirical Scrum Pillars is supported by the cadence of its five events. Scrum events are designed to provoke change. This Empirical Scrum Pillar enables adaptation, and truly without adaptation is considered pointless.

A

To help with inspection, Scrum provides cadence in the form of its five events. Inspection enables adaptation. Inspection without adaptation is considered pointless. Scrum events are designed to provoke change.

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15
Q

Which of the Scrum Empirical Pillars addresses the situation if any aspects of a process deviates outside acceptable limits or if the resulting product is unacceptable. This Scrum Empirical Pillar reinforces that the process being applied or the materials being produced must be adjusted. The adjustment must be made as soon as possible to minimize further deviation.

A

Adaptation

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16
Q

What happens to the Emprical Scrum Pillar of Adaptation if teams are not empowered or self-managing

A

(1) Adaptation becomes more difficult when the people involved are not empowered or self-managing. A Scrum Team is expected to adapt the moment it learns anything new through inspection.

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17
Q

What are the 5 Scrum Values

A
  1. Commitment,
  2. Focus,
  3. Openness,
  4. Respect,
  5. and Courage
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18
Q

As part of Values what are two of the the Scrum Team’s Comitments?

A

The Scrum Team (1) commits to achieving its goals and (2) to supporting each other. Their primary focus is on the work of the Sprint to make the best possible progress toward these goals.

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19
Q

As part of Scrum Values what is the Primary Focus of the Scrum Team?

A

Their primary focus is on the work of the Sprint to make the best possible progress toward these goals.

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20
Q

Who embraces the Scrum Value of Openness

A

The (1) Scrum Team and its (2) stakeholders are open about the work and the challenges.

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21
Q

Teams embracing the Scrum Value of Respect acknowledge each others?

A

Scrum Team members respect each other to be (1) capable, (2) independent people, and are respected as such by the people with whom they work.

  1. Capability and
  2. Independance
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22
Q

Scrum Teams embracing the Scrum Value of Courage do these two things

A

The Scrum Team members have the courage to do the right thing, to work on tough problems.

  1. Do the right thing
  2. Focus on tough Problems
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23
Q

What three things are directed or informed by the Scrum Values

A

These values give direction to the Scrum Team with regard to their work, actions, and behavior.

  1. Work
  2. Actions
  3. Behavior
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24
Q

How do Scrum Teams learn and explore the Scrum Values ?

A

The Scrum Team members learn and explore the values as they work with the Scrum events and artifacts. When these values are embodied by the Scrum Team and the people they work with, the empirical Scrum pillars of transparency, inspection, and adaptation come to life building trust.

  • By working with the Scrum Events and Artifacts
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25
Q

When the Scrum Values are embodied by the Scrum Team and the people they work with which part of Scrum is improved and comes to life?

A

The Scrum Team members learn and explore the values as they work with the Scrum events and artifacts. When these values are embodied by the Scrum Team and the people they work with, the empirical Scrum pillars of transparency, inspection, and adaptation come to life building trust.

  • Empirical Scrum pillars of transparency, inspection, and adaptation
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26
Q

What is the fundamental Unit (team) in Scrum

A

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, and Developers. Within a Scrum Team, there are no sub-teams or hierarchies.

  1. Scrum Master
  2. Product Owner
  3. Developers
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27
Q

What is the one objective of the Scrum Team?

A

It is a cohesive unit of professionals focused on one objective at a time, the Product Goal.

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28
Q

What does Cross-Functional mean?

A

Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint

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29
Q

What are 4 things a self-managing Scrum team deciseds?

A

They are also self-managing, meaning they internally decide who does what, when, and how.

  1. Who
  2. What
  3. When
  4. How
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30
Q

How big is a Scrum Team?

A

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 found that smaller teams communicate better and are more productive

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31
Q

A too large Scrum Team splits into cohesive Scrum Teams focused on the same product. Split out Scrum Teams should share these three things?

A

If Scrum Teams become too large, they should consider reorganizing into multiple cohesive Scrum Teams, each focused on the same product. Therefore, they should share the same Product Goal, Product Backlog, and Product Owner.

  1. Product Goal
  2. Product Backlog
  3. Product Owner
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32
Q

Who is is responsible for all product-related activities from stakeholder collaboration, verification, maintenance, operation, experimentation, research and development, and anything else that might be required?

A

The Scrum Team

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33
Q

Who structures and empowered the Scrum Team to manage their own work.

A

The Orginization

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34
Q

Why is it important for Scrum Teams to work in Sprints at a sustainable pace?

A

To improve the Scrum Team’s focus and consistency.

  1. Focus
  2. Consistancy
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35
Q

What are the three Acountabilities defined by Scrum?

A

Scrum defines three specific accountabilities within the Scrum Team: the Developers, the Product Owner, and the Scrum Master.

  1. Developer
  2. Product Owner
  3. Scrum Master
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36
Q

Who is accountable for creating a valuable, useful Increment every Sprint.

A

The entire Scrum Team

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37
Q

What are the four Developer Accountabilities?

A

● 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.

  1. Plan Sprint
  2. Quality adherence Definition of Done
  3. Daily Adaptation
  4. Mutual Accountability
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38
Q

Who is committed to creating any aspect of a usable Increment each Sprint?

A

Developers

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39
Q

Who is accountable for maximizing the value of the product resulting from the work of the Scrum Team? How this is done may vary widely across organizations, Scrum Teams, and individuals.

A

The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. How this is done may vary widely across organizations, Scrum Teams, and individuals.

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40
Q

Who is accountable for effective Product Backlog management?

A

The Product Owner is also accountable for effective Product Backlog management.

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41
Q

What are the 4 accountabilities of the Product Owner regarding Product Backlog Management

A

The Product Owner is also accountable for effective Product Backlog management, which includes:

  1. Developing and explicitly communicating the Product Goal;
  2. Creating and clearly communicating Product Backlog items;
  3. Ordering Product Backlog items; and,
  4. 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 Owner remains accountable.

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42
Q

Product Owner sucess depends on?

A

For Product Owners to succeed, the entire organization must respect their decisions.

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43
Q

What are two ways the Product Owner’s decisions are transparent and inspectable?

A

These decisions are visible in the content and ordering of the Product Backlog, and through the inspectable Increment at the Sprint Review.

  1. Product Backlog
  2. Increment
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44
Q

Who decides the Product Backlog?

A

The Product Owner is one person, not a committee. The Product Owner may represent the needs of many stakeholders in the Product Backlog. Those wanting to change the Product Backlog can do so by trying to convince the Product Owner.

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45
Q

Who is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.

A

The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.

46
Q

Who is accountable for the Scrum Team’s effectiveness. They do this by enabling the Scrum Team to improve its practices, within the Scrum framework.

A

The Scrum Master is accountable for the Scrum Team’s effectiveness. They do this by enabling the Scrum Team to improve its practices, within the Scrum framework.

47
Q

Who is the leader serving the scrum team and the orginiztion?

A

Scrum Masters are true leaders who serve the Scrum Team and the larger organization.

48
Q

Who are the three constituancies served by the Scrum Master?

A
  1. The Team
  2. The Product Owner
  3. The Orginization
49
Q

What four ways does the Scrum Master Serve the Team?

A

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.

  1. Coaching the Team
  2. Maintaining Focus
  3. Impediment removal
  4. Facilitating Events
50
Q

In what 4 ways does the Scrum Master Serve the Product Owner?

A

The Scrum Master serves the Product Owner in several ways, including:

● Helping find techniques for effective Product Goal definition and Product Backlog management;

● Helping the Scrum Team understand the need for clear and concise Product Backlog items;

● Helping establish empirical product planning for a complex environment; and,

● Facilitating stakeholder collaboration as requested or needed.

  1. Product Goal Definition and Backlog Management
  2. Product Backlog Item Definition
  3. Empirical Planning
  4. Facilitating Collaboration
51
Q

What are 4 ways the Scrum Master serves the orginization?

A

The Scrum Master serves the organization in several ways, including:

● Leading, training, and coaching the organization in its Scrum adoption;

● Planning and advising Scrum implementations within the organization;

● Helping employees and stakeholders understand and enact an empirical approach for complex work; and,

● Removing barriers between stakeholders and Scrum Teams.

  1. Scrum adoption
  2. Advising Scrum Implementations
  3. Enacting empirical approaches
  4. Removing barriers
52
Q

What is a container for all other Scrum events?

A

The Sprint

53
Q

What opportunity does each Scrum Event pose?

A

Each event in Scrum is a formal opportunity to inspect and adapt Scrum artifacts

54
Q

Scrum Events are designed to support which Empirical Scrum Pillar

A

These events are specifically designed to enable the transparency required.

55
Q

Name two issues likely to arise if events are not operated as perscribed.

A

Failure to operate any events as prescribed results in lost opportunities to inspect and adapt. Events are used in Scrum to create regularity and to minimize the need for meetings not defined in Scrum. Optimally, all events are held at the same time and place to reduce complexity

  1. Lost opportunities to inspect and adapt
  2. Excessive meetings not defined in Scrum
56
Q

What is the heartbeat of Scrum, where ideas are turned into value

A

Sprints are the heartbeat of Scrum, where ideas are turned into value

57
Q

What is the cadence of Sprints?

A

They are fixed length events of one month or less to create consistency. A new Sprint starts immediately after the conclusion of the previous Sprint.

58
Q

Name four things that happen durring the sprint.

A

During the Sprint:

● No changes are made that would endanger the Sprint Goal;

● Quality does not decrease;

● The Product Backlog is refined as needed; and,

● Scope may be clarified and renegotiated with the Product Owner as more is learned

  1. No Changes to endanger Sprint Goal
  2. Quality Maintained
  3. Product Backlog Refined
  4. Scope Clarified with Product Owner
59
Q

Can a Sprint be cancled? By Who?

A

A Sprint could be cancelled if the Sprint Goal becomes obsolete. Only the Product Owner has the authority to cancel the Sprint.

60
Q

How is Sprint progress forecasted?

A

Various practices exist to forecast progress, like burn-downs, burn-ups, or cumulative flows. While proven useful, these do not replace the importance of empiricism. In complex environments, what will happen is unknown. Only what has already happened may be used for forward-looking decision making.

61
Q

Name five benifits to working in short Sprints

A

Sprints enable predictability by ensuring inspection and adaptation of progress toward a Product Goal at least every calendar month. When a Sprint’s horizon is too long the Sprint Goal may become invalid, complexity may rise, and risk may increase. Shorter Sprints can be employed to generate more learning cycles and limit risk of cost and effort to a smaller time frame. Each Sprint may be considered a short project.

  1. Enable Predictability
  2. Asure Sprint Goal remains valid
  3. Control Complexity
  4. More Learning Cycles
  5. Manage Risk
62
Q

Which Scrum Event initiates the Sprint by laying out the work to be performed for the Sprint. This resulting plan is created by the collaborative work of the entire Scrum Team.

A

Sprint Planning initiates the Sprint by laying out the work to be performed for the Sprint. This resulting plan is created by the collaborative work of the entire Scrum Team.

63
Q

In the Sprint Planning Scrum Event who ensures that attendees understand the Product Goal and the Product Backlog?

A

The Product Owner ensures that attendees are prepared to discuss the most important Product Backlog items and how they map to the Product Goal. The Scrum Team may also invite other people to attend Sprint Planning to provide advice.

64
Q

What should the Scrum Team do if they need additional advise for Sprint Planning?

A

The Product Owner ensures that attendees are prepared to discuss the most important Product Backlog items and how they map to the Product Goal. The Scrum Team may also invite other people to attend Sprint Planning to provide advice.

65
Q

What are the Three Topics of Sprint Planning?

A

Topic One: Why is this Sprint valuable?

Topic Two: What can be Done this Sprint?

Topic Three: How will the chosen work get done?

66
Q

At the Sprint Planning Scrum Event who proposes work and who defines the Sprint Goal?

A

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 Scrum Team then collaborates to define a Sprint Goal that communicates why the Sprint is valuable to stakeholders. The Sprint Goal must be finalized prior to the end of Sprint Planning.

67
Q

At the Sprint Planning Scrum Event who selects items from the Product Backlog for the Sprint Backlog? May they be refined in the Sprint?

A

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 current Sprint. The Scrum Team may refine these items during this process, which increases understanding and confidence.

68
Q

Who decides how to turn Product Backlog into increments of Value?

A

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 meets the Definition of Done. This is often done by decomposing Product Backlog 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 tells them how to turn Product Backlog items into Increments of value.

69
Q

What are the three elements of the Sprint Backlog?

A

The Sprint Goal, the Product Backlog items selected for the Sprint, plus the plan for delivering them are together referred to as the Sprint Backlog.

  1. Sprint Goal
  2. Product Backlog items selected
  3. Plan for Delivering them
70
Q

What is the timebox for a sprint?

A

Sprint Planning is timeboxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.

71
Q

The purpose this Scrum Event is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work.

A

The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work.

72
Q

In the Daily Scrum name 2 ways complexity is reduced.

A

The Daily Scrum is a 15-minute event for the Developers of the Scrum Team. To reduce complexity, it is held at the same time and place every working day of the Sprint. If the Product Owner or Scrum Master are actively working on items in the Sprint Backlog, they participate as Developers.

  1. Always 15 min
  2. Always the same place and time every day
73
Q

What is the form of the Daily Scrum?

A

The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work. This creates focus and improves self-management.

74
Q

What is the purpose of the Daily Scrum?

A

The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work. This creates focus and improves self-management.

Daily Scrums improve communications, identify impediments, promote quick decision-making, and consequently eliminate the need for other meetings. The Daily Scrum is not the only time Developers are allowed to adjust their plan. They often meet throughout the day for more detailed discussions about adapting or re-planning the rest of the Sprint’s work.

75
Q

The purpose of this Scrum Event is to inspect the outcome of the Sprint and determine future adaptations. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed.

A

The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed.

76
Q

During the Sprint Review Scrum Event who reviews what was accomplished in the Sprint and what has changed in their environment?

A

During the event, the Scrum Team and stakeholders review what was accomplished in the Sprint and what has changed in their environment.

Based on this information, attendees collaborate on what to do next.

77
Q

What Happens in a Sprint Review besides Demonstrations?

A

The Product Backlog may also be adjusted to meet new opportunities. The Sprint Review is a working session and the Scrum Team should avoid limiting it to a presentation.

78
Q

How long is the Sprint Review Scrum Event?

A

The Sprint Review is the second to last event of the Sprint and is timeboxed to a maximum of four hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.

79
Q

What is the purpose of the Sprint Retrospective?

A

The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness.

80
Q

In the Sprint Retrospective Scrum Event what 5 things are inspected with regard to how the Sprint went?

A

The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. Inspected elements often vary with the domain of work.

Assumptions that led them astray are identified and their origins explored. The Scrum Team discusses what went well during the Sprint, what problems it encountered, and how those problems were (or were not) solved.

  1. Individuals
  2. Interactions
  3. Tools
  4. Proceses
  5. Definition of Done
81
Q

What are possible outcomes of the Sprint Retrospective Scrum Event

A

The Scrum Team identifies the most helpful changes to improve its effectiveness. The most impactful improvements are addressed as soon as possible. They may even be added to the Sprint Backlog for the next Sprint.

  1. Identify Changes
  2. Address as soon as possible
  3. May be added to Sprint Backlog
82
Q

How long is the Sprint Retrospective Scrum Event?

A

The Sprint Retrospective concludes the Sprint. It is timeboxed to a maximum of three hours for a onemonth Sprint. For shorter Sprints, the event is usually shorter.

83
Q

What two things may the Scrum Artifacts Represent?

A

Scrum’s artifacts represent work or value.

84
Q

What two things are the Scrum Artifacts designed to do?

A

They are designed to maximize transparency of key information. Thus, everyone inspecting them has the same basis for adaptation

  1. Maximize transparency
  2. Create a common basis for adaptation
85
Q

What are the comitments of each artifact?

A

Each artifact contains a commitment to ensure it provides information that enhances transparency and focus against which progress can be measured:

  1. For the Product Backlog it is the Product Goal.
  2. For the Sprint Backlog it is the Sprint Goal.
  3. 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.

86
Q

What are the three Scrum Artifacts?

A
  1. Product Backlog
  2. Sprint Backlog
  3. Increment
87
Q

Which Scrum Artifact is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team.

A

The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team.

88
Q

What does it mean for a Product Backlog item to be ready for sprint?

A

Product Backlog items that can be Done by the Scrum Team within one Sprint are deemed ready for selection in a Sprint Planning event.

89
Q

What is backlog refinement? What are 4 common activities?

A

Backlog items usually acquire this degree of transparency after refining activities. Product Backlog refinement is the act of breaking down and further defining Product Backlog items into smaller more precise items. This is an ongoing activity to add details, such as a description, order, and size. Attributes often vary with the domain of work.

  1. Breaking down
  2. Defining
  3. Ordering
  4. Sizing
90
Q

Who is responsible for sizing work items?

A

The Developers who will be doing the work are responsible for the sizing. The Product Owner may influence the Developers by helping them understand and select trade-offs.

91
Q

What is the comitment of the Product Backlog?

A

The Product Goal describes a future state of the product which can serve as a target for the Scrum Team to plan against. The Product Goal is in the Product Backlog. The rest of the Product Backlog emerges to define “what” will fulfill the Product Goal.

The Product Goal is the long-term objective for the Scrum Team. They must fulfill (or abandon) one objective before taking on the next.

92
Q

What is a product? Name 5 halmarks.

A

A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined users or customers. A product could be a service, a physical product, or something more abstract.

  1. Value delivery vehicle
  2. Clear boundry
  3. Known stakeholders
  4. well defined users/customers
  5. Service/product/abstraction
93
Q

What are the three parts of the Sprint Backlog Scrum Artifact

A

The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how).

94
Q

Which Scrum Artifact is a plan by and for the Developers. It is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal. Consequently, the Sprint it is updated throughout the Sprint as more is learned. It should have enough detail that they can inspect their progress in the Daily Scrum.

A

The Sprint Backlog

95
Q

How often is the Sprint Backlog Updated?

A

. It is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal.

96
Q

How much detail should the Sprint Backlog Scrum Artifact have?

A

. It should have enough detail that the Developers can inspect their progress in the Daily Scrum.

97
Q

What is the Comitment of the Sprint Backlog Scrum Artifact?

A

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 needed to achieve it. The Sprint Goal also creates coherence and focus, encouraging the Scrum Team to work together rather than on separate initiatives.

98
Q

When is the sprint goal created?

A

The Sprint Goal is created during the Sprint Planning event and then added to the Sprint Backlog. As the Developers work during the Sprint, they keep the Sprint Goal in mind. If the work turns out to be different than they expected, they collaborate with the Product Owner to negotiate the scope of the Sprint Backlog within the Sprint without affecting the Sprint Goal.

99
Q

Where is the Sprint Goal recorded?

A

The Sprint Goal is created during the Sprint Planning event and then added to the Sprint Backlog. As the Developers work during the Sprint, they keep the Sprint Goal in mind. If the work turns out to be different than they expected, they collaborate with the Product Owner to negotiate the scope of the Sprint Backlog within the Sprint without affecting the Sprint Goal.

100
Q

When would Developers seek to renegotiate Scope with the Product Owner?

A

The Sprint Goal is created during the Sprint Planning event and then added to the Sprint Backlog. As the Developers work during the Sprint, they keep the Sprint Goal in mind. If the work turns out to be different than they expected, they collaborate with the Product Owner to negotiate the scope of the Sprint Backlog within the Sprint without affecting the Sprint Goal.

101
Q

What is a concrete stepping stone toward the Product Goal, where Each stepping stone is additive to all prior stepping stones and thoroughly verified, ensuring that all stepping stones work together. In order to provide value, the stepping stone called this must be must be usable.

A

An Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, the Increment must be usable.

102
Q

How many increments may be created in a Sprint?

A

Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value.

103
Q

What is presented in the Sprint Review? What does this do?

A

Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value.

104
Q

Must the increment be shown at the end of a Sprint?

A

Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value.

105
Q

Is the Sprint Review a gate to releasing value?

A

Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value.

106
Q

What is required for work to be considered part of the increment?

A

Work cannot be considered part of an Increment unless it meets the Definition of Done

107
Q

What is the Comitment of the Increment Scrum Artfact

A

The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product.

108
Q

When is there a new Increment?

A

The moment a Product Backlog item meets the Definition of Done, an Increment is born.

109
Q

Can a work Item be presented in the Sprint Review if it dosn’t meet the definition of Done?

A

The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed as part of the Increment. If a Product Backlog item does not meet the Definition of Done, it cannot be released or even presented at the Sprint Review. Instead, it returns to the Product Backlog for future consideration.

110
Q

If a Work Item fails to meet the Definition of Done at the end of a Sprint what happens to it?

A

The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed as part of the Increment. If a Product Backlog item does not meet the Definition of Done, it cannot be released or even presented at the Sprint Review. Instead, it returns to the Product Backlog for future consideration.

111
Q

Who creates the Definiton of Done

A

The orginization of the Scrum Team.

If the Definition of Done for an increment is part of the standards of the organization, all Scrum Teams must follow it as a minimum. If it is not an organizational standard, the Scrum Team must create a Definition of Done appropriate for the product.

112
Q

Can Scrum be modified?

A

No

Scrum is free and offered in this Guide. The Scrum framework, as outlined herein, is immutable. While 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.

Agile - Scrum Guide 2020 (1 decks)

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