Who creates the increment in scrum?

The Increment in Scrum is created by the Development Team. This reflects the self-organizing and cross-functional nature of Scrum teams, where individuals collaborate to deliver value and continuously improve the product. The Scrum Guide explicitly states that the Development Team is responsible for delivering a potentially releasable Increment of the product by the end of each Sprint. 

What is the Increment in scrum?

In Scrum, the Increment is a key concept that represents the sum of all the Product Backlog items completed during the Sprint and the value of the increments of all previous Sprints.  The Increment must be in a potentially releasable state, meaning that it meets the Definition of Done and could be delivered to stakeholders at the end of the Sprint.

The Increment is a central focus in Scrum, aligning with the framework's empirical and iterative nature. It allows for frequent inspection and adaptation, ensuring that the product is continually refined based on feedback and evolving requirements. The commitment to a potentially releasable Increment at the end of each Sprint is a key aspect of Scrum's effectiveness in delivering value incrementally.

What is the Sprint Backlog?

Sprint Backlog is Sprint Goal and the Product Backlog items selected for this Sprint plus the plan for delivering them.The Sprint Backlog is a dynamic, evolving artifact within the Scrum framework. It is a subset of the Product Backlog and represents the work that the Development Team plans to complete during the upcoming Sprint. The Sprint Backlog is created during the Sprint Planning event, where the team collaborates with the Product Owner to select and commit to a set of Product Backlog Items that contribute to the Sprint Goal.

Sprint Backlog is a tool for the Development Team to plan and manage their work during the Sprint. It is distinct from the Product Backlog, which represents the full prioritized list of work for the product. The Sprint Backlog is a snapshot for the current Sprint and supports the team in achieving the Sprint Goal.

Who is on the Scrum Team?

The Scrum Team consists of three core roles, each with distinct responsibilities and contributions. These roles work collaboratively to deliver a potentially releasable increment of the product at the end of each Sprint. The three roles on the Scrum Team are: The Product Owner, Developers, The Scrum Master.

The first and most prominent role is that of the Product Owner, who represents the stakeholders' interests, defines the product backlog, and ensures that the team is delivering maximum value. Their continuous involvement ensures alignment between the development efforts and the overall business objectives.

The second crucial role is that of the Scrum Master, who acts as a facilitator and servant leader for the team. The Scrum Master helps remove impediments, fosters a culture of continuous improvement, and ensures that the Scrum framework is understood and applied effectively. Their focus is on creating an environment where the team can thrive and self-organize to achieve their goals.

The third and final role is that of the Development Team, a group of professionals responsible for delivering the product increment during each sprint. Cross-functional and self-organizing, the Development Team collaborates closely with the Product Owner to turn items from the product backlog into a potentially shippable product increment.

What is the recommended size for a Scrum Team?

The recommended size for a Scrum Team is Typically 3 to 9 people. The Scrum Guide, which outlines the rules and roles of the Scrum framework, specifically mentions that smaller teams may encounter challenges in delivering sufficient value, while larger teams can experience challenges with communication and collaboration.

It's important to note that while the Scrum Guide provides guidance on the size of a Development Team, the size of the entire Scrum Team (including the Product Owner and Scrum Master) may vary. The Scrum Master and Product Owner roles are often shared across multiple Scrum Teams, especially in larger organizations.

Ultimately, the key is to find a balance that allows the team to work effectively, communicate efficiently, and deliver value consistently. Teams may experiment and adjust their size based on their experiences and the evolving needs of the product and organization.

 

Is Scrum has a role called "project manager"?

In the Scrum framework, there is no specific role called "project manager." Scrum defines three primary roles that collectively make up the Scrum Team: Product Owner, Development Team, Scrum Master.  In the Scrum framework, the absence of a designated role known as a "project manager" is deliberate and reflects Scrum's distinct approach to team collaboration and self-organization. Instead of a project manager, Scrum defines three core roles that collectively form the Scrum Team: the Product Owner, the Development Team, and the Scrum Master.

The Product Owner plays a crucial role in Scrum by representing the stakeholders and ensuring that the team delivers value through the product or project. Their responsibilities include defining and prioritizing the product backlog, communicating requirements, and making decisions regarding the product.

The Development Team, on the other hand, consists of professionals who work together to deliver increments of potentially shippable product functionality at the end of each Sprint. They are responsible for analyzing, designing, developing, testing, and delivering the product, working collaboratively and self-organizing to meet Sprint goals.

The Scrum Master serves as a facilitator and coach for the Scrum Team, ensuring that Scrum principles and practices are understood and followed. They remove impediments, foster collaboration, facilitate meetings such as Sprint Planning, Daily Scrums, Sprint Reviews, and Sprint Retrospectives, and help the team continuously improve.

Scrum's emphasis on collaboration, self-organization, and empowerment means that traditional project management responsibilities are distributed among the Scrum roles rather than centralized in a project manager. This distributed approach fosters a sense of ownership, accountability, and teamwork within the Scrum Team.

Organizations transitioning to Scrum may need to realign their structures, processes, and roles to embrace the collaborative and self-organizing nature of Scrum fully. This may involve redefining roles, empowering teams to make decisions autonomously, promoting transparency and communication, and fostering a culture of continuous improvement and adaptation.

While Scrum does not have a predefined "project manager" role, its framework provides a robust structure and set of principles that enable teams to deliver value effectively, adapt to changing requirements, and continuously improve their processes and outcomes.

Which Scrum events are timeboxed?

 In the Scrum framework, several events are timeboxed. The timeboxed events in Scrum are:

1. Sprint Planning:

   • Timebox: 8 hours maximum for a one-month Sprint.
   • Purpose: To define what can be delivered in the upcoming Sprint and how the work will be achieved.

2. Daily Scrum:

   • Timebox: 15 minutes.
   • Purpose: To inspect progress towards the Sprint Goal and adapt the Sprint Backlog as necessary.

3. Sprint Review:

   • Timebox: 4 hours maximum for a one-month Sprint.
   • Purpose: To inspect the increment and adapt the Product Backlog. Stakeholders provide feedback, and the team discusses what was done in the Sprint.

4. Sprint Retrospective:

   • Timebox: 3 hours maximum for a one-month Sprint.
   • Purpose: To inspect the last Sprint and create a plan for improvements to be enacted in the next Sprint.

These timeboxed events provide a framework for the Scrum Team to collaborate, inspect, and adapt within a fixed timeframe. The durations are guidelines set by the Scrum Guide, and teams may adjust them based on their specific needs, provided that the purpose and objectives of the events are still achieved. The timeboxing ensures that these events are focused, efficient, and contribute to the iterative and incremental development process central to the Scrum framework.

 

The Product Backlog is ordered by?

In the dynamic world of Scrum, where adaptability and responsiveness are key, the Product Backlog stands as a central artifact guiding the development journey. The ordering of items within the Product Backlog is a critical aspect of shaping the trajectory of product development. In the Scrum framework, this responsibility falls squarely on the shoulders of the Product Owner. The Product Owner serves as a steward of the Product Backlog, shaping the development path with strategic ordering. The flexibility granted to the Product Owner in determining what is "most appropriate" reflects the need for agility in response to a rapidly changing environment. This strategic ordering is not only a testament to the Product Owner's authority but also a commitment to delivering value and impact throughout the product's lifecycle. It underscores the collaborative and adaptive nature of Scrum, where the Product Owner's decisions play a pivotal role in the success of the entire Scrum Team.

What is the input to the Sprint Planning?

The input to Sprint Planning in Scrum includes several key elements that help guide the team in selecting and planning the work for the upcoming Sprint. The main inputs to Sprint Planning are:

1. Product Backlog:

   • The Product Backlog is the prioritized list of all the features, enhancements, and fixes that need to be addressed in the product. It is maintained and prioritized by the Product Owner.
   • The Product Backlog serves as the primary input to Sprint Planning, providing the Development Team with a list of potential work items to consider for the upcoming Sprint.

2. Prioritized Product Backlog Items:

   • The Product Owner presents the top items from the Product Backlog, those that are considered the highest priority and offer the most value to the product and stakeholders.
   • These prioritized Product Backlog Items serve as the starting point for discussions and decisions during Sprint Planning.

3. Sprint Goal:

   • The Sprint Goal is a short, one-sentence description of what the team aims to achieve during the upcoming Sprint. It is set by the Product Owner and provides a unifying focus for the team.
   • The Sprint Goal helps guide the selection of Product Backlog Items and ensures that the work undertaken during the Sprint aligns with a common objective.

4. Capacity of the Development Team:

   • The Development Team's capacity, or the amount of work it believes it can complete during the Sprint, is a critical input.
   • The team considers factors such as team member availability, skill sets, and any known constraints when determining its capacity.

5. Velocity (optional):

   • Velocity is an optional input that can be considered during Sprint Planning. It represents the average amount of work completed by the team in previous Sprints.
   • While velocity is not a commitment, it can provide an indication of the team's historical capacity and help inform discussions about the amount of work to be taken into the Sprint.

Who creates the Definition of Done?

In Scrum, the Definition of Done is a set of criteria or conditions that must be satisfied for a product increment to be considered complete. The creation of the Definition of Done is a collaborative effort involving the entire Scrum Team, with a significant contribution from the Development Team.

The collaborative effort in creating the Definition of Done is essential to ensure a shared understanding among all team members. The Definition of Done is not a static document; it is expected to evolve over time as the team learns and adapts. The aim is to have a clear and agreed-upon set of criteria that, when met, signifies that an increment is ready for release or further development.

The Definition of Done typically includes criteria related to coding standards, testing, documentation, integration, and any other factors relevant to the quality and completeness of the product increment. It is applied to each item in the Product Backlog to ensure that the team consistently delivers a high-quality product at the end of each Sprint.

 

Who accountable in ordering Product Backlog Item?

The accountability for ordering Product Backlog Items (PBIs) lies with the Product Owner in the Scrum framework. The Product Owner is a key role within the Scrum Team and is responsible for maximizing the value of the product and ensuring that the Development Team works on the most valuable and important items first.

While the Product Owner is accountable for ordering the Product Backlog, it's essential to note that the Development Team also plays a collaborative role. During Sprint Planning, the Development Team has the opportunity to provide input, ask questions, and discuss the feasibility and effort required for each item. This collaboration ensures that the team's expertise is considered when making decisions about the Sprint backlog.

 

Who decide how much Product Backlog Item taken into the Sprint?

The decision of how much Product Backlog Items (PBIs) are taken into a Sprint is a collaborative effort made by the Development Team during the Sprint Planning meeting. Sprint Planning is one of the key events in the Scrum framework and occurs at the beginning of each Sprint. During this meeting, the Development Team and the Product Owner collaborate to determine which Product Backlog Items will be included in the upcoming Sprint.

Sprint Planning is a collaborative effort involving the Development Team and the Product Owner. The goal of this meeting is to select and commit to a set of PBIs that the Development Team believes they can realistically complete within the upcoming Sprint. Here's a closer look at how this decision-making process unfolds:

• Collaborative Effort: The Sprint Planning meeting is an opportunity for the Development Team and the Product Owner to come together and discuss the upcoming Sprint. It's a collaborative effort where both parties share their perspectives, insights, and expectations.
• Understanding Capacity: The Development Team evaluates its capacity based on factors such as team size, skills, availability, and historical performance. This assessment helps the team determine how much work they can realistically take on during the Sprint.
• Product Backlog Review: The Product Owner presents the prioritized Product Backlog to the Development Team. The team reviews the items in the backlog, considering their complexity, dependencies, and estimated effort required for implementation.
• Negotiation and Commitment: During the meeting, there may be negotiations between the Development Team and the Product Owner regarding which PBIs should be included in the Sprint. The team may express concerns about workload, dependencies, or feasibility, leading to adjustments in the Sprint Backlog.
• Capacity-Based Selection: Based on their capacity and understanding of the PBIs, the Development Team selects a set of items to include in the Sprint Backlog. This selection is made with the intention of delivering a valuable increment by the end of the Sprint.
• Commitment to Delivery: Once the PBIs are selected and added to the Sprint Backlog, the Development Team commits to completing them within the Sprint timeframe. This commitment is a key aspect of the Scrum framework, promoting transparency, accountability, and focus on delivery.
• Scrum Master's Role: While the Scrum Master facilitates the Sprint Planning meeting and ensures that it runs smoothly, they do not dictate or decide which PBIs are included in the Sprint. Instead, their role is to support the collaboration between the Development Team and the Product Owner, remove any impediments, and ensure adherence to Scrum principles and practices.

User What is the common framework to facilitate a Sprint Retrospective?

Facilitating a Sprint Retrospective is a crucial aspect of the Scrum framework, as it provides the Scrum Team with an opportunity to reflect on the past Sprint, identify areas for improvement, and create actionable plans for the next iteration. While there is flexibility in how a Sprint Retrospective can be facilitated, a common and effective framework involves the following steps:

1. Set the Stage:

   • Welcome the team and set a positive and constructive tone for the retrospective.
   • Remind the team of the purpose of the retrospective: to inspect and adapt the team's processes.

2. Review the Previous Action Items:

   • Discuss any action items from the previous retrospective and assess progress.
   • Celebrate successes and acknowledge efforts made toward improvement.

3. Gather Data:

   • Collect data on what happened during the Sprint. This could include reviewing metrics, events, and incidents that occurred during the Sprint.
   • Use visual aids, such as charts or graphs, to help the team visualize the data.

4. Generate Insights:

   • Facilitate a discussion where team members share their observations and insights about what went well and what could be improved during the Sprint.
   • Encourage open and honest communication, and ensure that all team members have the opportunity to contribute.

5. Identify Patterns and Trends:

   • Look for patterns or trends in the data and the team's observations. Identify recurring themes or issues that may require attention.
   • Discuss the impact of these patterns on the team's performance and collaboration.

6. Generate Action Items:

   • Facilitate a brainstorming session to generate specific and actionable improvement items.
   • Focus on items that the team has control over and can implement in the next Sprint.

7. Prioritize Action Items:

   • If there are multiple action items, facilitate a discussion to prioritize them based on impact and feasibility.
   • Ensure that the team agrees on the most critical items to address in the upcoming Sprint.

8. Create a Plan:

   • Develop a concrete plan for implementing the chosen action items in the next Sprint.
   • Define responsibilities and timelines for each action item.

9. Close the Retrospective:

   • Summarize the discussions and decisions made during the retrospective.
   • Express gratitude to the team for their participation and commitment to improvement.

10. Follow Up:

    • Ensure that action items are documented and tracked for follow-up in the next Sprint.
    • Schedule a follow-up on the progress of action items in the subsequent retrospectives.

The Scrum Master often takes on the role of the facilitator during the Sprint Retrospective, guiding the team through these steps. The focus is on fostering collaboration, learning from experiences, and continuously improving the team's processes. The structure outlined here provides a systematic approach to conducting a Sprint Retrospective, but teams may adapt it to suit their specific needs and preferences.

Who start the Daily Scrum?

In the Scrum framework, the Daily Scrum is a daily event where the Development Team gathers to inspect progress toward the Sprint Goal and adapt their plan for the next 24 hours. The Daily Scrum is time-boxed to 15 minutes or less. While it is facilitated by the Scrum Master, the Development Team is responsible for conducting the meeting.  The Development Team self-organizes, and members collaborate to determine how they will achieve the goals of the Sprint.

It's important to note that the Daily Scrum is for the Development Team, and external stakeholders are generally not actively involved in the meeting. The Scrum Master's role is to support and facilitate, but the team members themselves are responsible for starting and conducting the Daily Scrum.

 

 

What are the three pillars that uphold Scrum?

The Scrum framework is built upon three foundational pillars that uphold its core principles and guide the actions of the Scrum Team. The three pillars that uphold the Scrum framework are Transparency, Inspection, and Adaptation.  These pillars are collectively forming the backbone of Scrum's empirical process control approach.

Transparency is the first pillar and emphasizes the importance of openness and visibility in the Scrum process. It requires that all aspects of the project, including work progress, challenges, and decisions, be made visible and accessible to everyone involved. This transparency fosters clear communication, shared understanding, and accountability within the Scrum Team and with stakeholders.

The second pillar, Inspection, involves regularly evaluating the artifacts and progress of the development process. This inspection is not limited to the final product but encompasses all relevant aspects, such as product backlog items, sprint backlog, daily progress, and completed increments. By inspecting these artifacts, the Scrum Team can identify any deviations, variances, or issues early on, allowing for timely adjustments and corrective actions.

Adaptation is the third pillar and represents the ability to respond and adapt based on the insights gained from inspection. In Scrum, adaptation is about embracing change, continuous improvement, and learning from experience. The Scrum Team uses the information gathered through inspection to make informed decisions, adjust plans, refine processes, and optimize their approach to achieve better outcomes.

These three pillars operate in a cyclical and iterative manner within the Scrum framework. Transparency enables effective inspection by providing visibility into the work and its progress. Inspection, in turn, generates valuable insights that inform adaptation, leading to iterative improvements and adjustments. This cycle of transparency, inspection, and adaptation promotes a culture of continuous learning, collaboration, and agility within the Scrum Team.

The emphasis on empiricism, facilitated by the three pillars of Transparency, Inspection, and Adaptation, is a fundamental aspect of Scrum's effectiveness in navigating complex and dynamic project environments. It enables the Scrum Team to embrace change, respond to challenges, and deliver value iteratively, ultimately contributing to the success of Scrum projects.

Scrum is founded on empiricism and lean thinking

Scrum, an agile framework renowned for its agility and flexibility in software development, is built upon two fundamental principles: empiricism and lean thinking. These principles form the bedrock of Scrum's approach, emphasizing adaptability, transparency, and continuous improvement throughout the development process.

Empiricism, a cornerstone of Scrum, advocates for learning through experience and direct observation. Within the Scrum framework, empiricism is embodied in three core pillars: transparency, inspection, and adaptation. Transparency ensures that all aspects of the project are visible and accessible to everyone involved, fostering an environment of open communication and collaboration. Inspection involves regularly assessing progress and outcomes to identify areas for improvement and optimization. Adaptation, the third pillar, encourages teams to make adjustments based on insights gained from inspection, enabling them to respond swiftly to changing requirements and challenges.

Lean thinking, another foundational principle of Scrum, originates from lean manufacturing but has been widely adopted in software development and other industries. It focuses on minimizing waste, maximizing value, and continuously improving processes. In the context of Scrum, lean thinking complements empiricism by promoting efficiency, streamlining workflows, and delivering customer-centric solutions.

The combination of empiricism and lean thinking in Scrum underscores its commitment to adaptability, collaboration, and value delivery. By embracing transparency, teams gain a holistic view of the project, fostering accountability and shared understanding. Regular inspection allows for timely feedback and course corrections, ensuring that the team stays on track towards its goals. Adaptation empowers teams to respond proactively to changes, seize opportunities, and deliver high-quality products that meet customer needs and expectations.

Overall, Scrum's foundation on empiricism and lean thinking reflects its agile and iterative nature, enabling teams to navigate complexity, mitigate risks, and achieve success in dynamic and competitive environments. It promotes a culture of continuous improvement, innovation, and collaboration, making it a powerful framework for modern software development practices.