Scrum (software development) - Wikipedia

Scrum or SCRUM, is a framework for project management, with an initial emphasis on software development, although it has been used in other fields including ... Scrum(softwaredevelopment) FromWikipedia,thefreeencyclopedia Jumptonavigation Jumptosearch Softwaredevelopmentframework Thisarticlehasmultipleissues.Pleasehelpimproveitordiscusstheseissuesonthetalkpage.(Learnhowandwhentoremovethesetemplatemessages) Thisarticlecontainswordingthatpromotesthesubjectinasubjectivemannerwithoutimpartingrealinformation.Pleaseremoveorreplacesuchwordingandinsteadofmakingproclamationsaboutasubject'simportance,usefactsandattributiontodemonstratethatimportance.(January2020)(Learnhowandwhentoremovethistemplatemessage) Theleadsectionofthisarticlemayneedtoberewritten.UsetheleadlayoutguidetoensurethesectionfollowsWikipedia'snormsandisinclusiveofallessentialdetails.(May2020)(Learnhowandwhentoremovethistemplatemessage) Thisarticleneedsadditionalcitationsforverification.Pleasehelpimprovethisarticlebyaddingcitationstoreliablesources.Unsourcedmaterialmaybechallengedandremoved.Findsources: "Scrum" softwaredevelopment – news ·newspapers ·books ·scholar ·JSTOR(May2020)(Learnhowandwhentoremovethistemplatemessage) Someofthisarticle'slistedsourcesmaynotbereliable.Pleasehelpthisarticlebylookingforbetter,morereliablesources.Unreliablecitationsmaybechallengedordeleted.(May2020)(Learnhowandwhentoremovethistemplatemessage) (Learnhowandwhentoremovethistemplatemessage)IthasbeensuggestedthatScrumsprintbemergedintothisarticle.(Discuss)ProposedsinceJuly2022. PartofaseriesonSoftwaredevelopment Coreactivities Processes Requirements Design Construction Engineering Testing Debugging Deployment Maintenance Paradigmsandmodels Softwareengineering Agile Cleanroom Incremental Prototyping Spiral Vmodel Waterfall Methodologiesandframeworks ASD DevOps DAD DSDM FDD IID Kanban LeanSD LeSS MDD MSF PSP RAD RUP SAFe Scrum SEMAT TSP OpenUP UP XP Supportingdisciplines Configurationmanagement Documentation Softwarequalityassurance Projectmanagement Userexperience Practices ATDD BDD CCO CI CD DDD PP SBE Stand-up TDD Tools Compiler Debugger Profiler GUIdesigner Modeling IDE Buildautomation Releaseautomation Infrastructureascode Testing StandardsandBodiesofKnowledge BABOK CMMI IEEEstandards ISO9001 ISO/IECstandards PMBOK SWEBOK ITIL IREB Glossaries Artificialintelligence Computerscience Electricalandelectronicsengineering Outlines Outlineofsoftwaredevelopment vte ScrumorSCRUM,isaframeworkforprojectmanagement,[1]withaninitialemphasisonsoftwaredevelopment,althoughithasbeenusedinotherfieldsincludingresearch,sales,marketingandadvancedtechnologies.[2]Itisdesignedforteamsoftenorfewermembers,whobreaktheirworkintogoalsthatcanbecompletedwithintime-boxediterations,calledsprints,nolongerthanonemonthandmostcommonlytwoweeks.Thescrumteamassessprogressintime-boxeddailymeetingsof15minutesorless,calleddailyscrums(aformofstand-upmeeting).Attheendofthesprint,theteamholdstwofurthermeetings:thesprintreviewwhichdemonstratestheworkdonetostakeholderstoelicitfeedback,andsprintretrospectivewhichenablestheteamtoreflectandimprove. ScrumAgileevents,basedonThe2020ScrumGuide[3] Contents 1Name 2Keyideas 3History 4Scrumteam 4.1Productowner 4.2Developers 4.3Scrummaster 5Workflow 5.1Sprint 5.2Sprintplanning 5.3Dailyscrum 5.4Sprintreview 5.5Sprintretrospective 5.6Backlogrefinement 5.7Cancelingasprint 6Artifacts 6.1Productbacklog 6.1.1Management 6.2Sprintbacklog 6.3Increment 6.4Extensions 6.4.1Burndownchart 6.4.2Releaseburn-upchart 6.4.3Definitionofready(DoR) 6.4.4DefinitionofDone(DoD) 6.4.5Velocity 6.4.6Spike 6.4.7Tracerbullet 7Limitations 8Toolsavailable 9Scrumvalues 10Adaptations 10.1Scrumban 10.2Scrumofscrums 10.3Large-scalescrum 11Criticism 12Seealso 13References 14Furtherreading 15Externallinks Name[edit] Thetermscrumisborrowedfromrugby,whereitisaformationofplayers.Thetermscrumwaschosenbythepaper'sauthorsbecauseitemphasizesteamwork.[4]Thesoftwaredevelopmenttermscrumwasfirstusedina1986papertitled"TheNewNewProductDevelopmentGame"byHirotakaTakeuchiandIkujiroNonaka.[5][6]ThepaperwaspublishedintheJan1986issueofHarvardBusinessReview. Scrumisoccasionallyseenwritteninall-capitals,asSCRUM.[7]Whiletheworditselfisnotanacronym,itscapitalizedstylinglikelycomesfromanearlypaperbyKenSchwaber[8]thatcapitalizedSCRUMinitstitle.[9][10] Whilethetrademarkonthetermscrumitselfhasbeenallowedtolapse,itisnowdeemedasagenerictrademarkownedbythewidercommunityratherthananindividual.[11] Keyideas[edit] Scrumisalightweight,iterativeandincrementalframeworkfordeveloping,delivering,andsustainingcomplexproducts.[12][13]Theframeworkchallengesassumptionsofthetraditional,sequentialapproachtoproductdevelopment,andenablesteamstoself-organizebyencouragingphysicalco-locationorcloseonlinecollaborationofallteammembers,aswellasdailyface-to-facecommunicationamongallteammembersanddisciplinesinvolved. Akeyprincipleofscrumisthedualrecognitionthatcustomerswillchangethescopeofwhatiswanted(oftencalledrequirementsvolatility[14])andthattherewillbeunpredictablechallenges—forwhichapredictiveorplannedapproachisnotsuited.Thesechangescomefromavarietyofsources,butaccordingtoscrum,understandingwhyisirrelevant,andchangeshouldsimplybeaccepted,embracedandanalyzedforbenefits. History[edit] HirotakaTakeuchiandIkujiroNonakaintroducedthetermscruminthecontextofproductdevelopmentintheir1986HarvardBusinessReviewarticle,'TheNewNewProductDevelopmentGame'.[15]TakeuchiandNonakalaterarguedinTheKnowledgeCreatingCompany[16]thatitisaformof"organizationalknowledgecreation,[...]especiallygoodatbringingaboutinnovationcontinuously,incrementallyandspirally". Theauthorsdescribedanewapproachtocommercialproductdevelopmentthatwouldincreasespeedandflexibility,basedoncasestudiesfrommanufacturingfirmsintheautomotive,photocopierandprinterindustries.[15]Theycalledthistheholisticorrugbyapproach,asthewholeprocessisperformedbyonecross-functionalteamacrossmultipleoverlappingphases,inwhichtheteam"triestogothedistanceasaunit,passingtheballbackandforth".[15](Inrugbyfootball,ascrumisusedtorestartplay,astheforwardsofeachteaminterlockwiththeirheadsdownandattempttogainpossessionoftheball.[17]) ThescrumframeworkwasbasedonresearchbySchwaberwithBabatundeOgunnaikeatDuPontResearchStationandUniversityofDelaware.[9]Ogunnaikeadvisedthatattemptstodevelopcomplexproducts,suchassoftware,thatweren'tbasedinempiricismweredoomedtohigherrisksandratesoffailureastheinitialconditionsandassumptionschange.Empiricism,usingfrequentinspectionandadaptation,withflexibilityandtransparencyisthemostsuitableapproach. Intheearly1990s,KenSchwaberusedwhatwouldbecomescrumathiscompany,AdvancedDevelopmentMethods;whileJeffSutherland,JohnScumniotalesandJeffMcKennadevelopedasimilarapproachatEaselCorporation,referringtoitusingthesinglewordScrum.[18] SutherlandandSchwaberworkedtogethertointegratetheirideasintoasingleframework,scrum.Theytestedscrumandcontinuallyimprovedit,leadingtotheir1995paper,[19]contributionstotheManifestoforAgileSoftwareDevelopmentin2001,[20]andtheworldwidespreadanduseofscrumsince2002. In1995,SutherlandandSchwaberjointlypresentedapaperdescribingthescrumframeworkattheBusinessObjectDesignandImplementationWorkshopheldaspartofObject-OrientedProgramming,Systems,Languages&Applications'95(OOPSLA'95)inAustin,Texas.[19]Overthefollowingyears,SchwaberandSutherlandcollaboratedtocombinethismaterial—withtheirexperienceandevolvinggoodpractice—todevelopwhatbecameknownasscrum.[3] In2001,SchwaberworkedwithMikeBeedletodescribethemethodinthebook,AgileSoftwareDevelopmentwithScrum.[21]Scrum'sapproachtoplanningandmanagingproductdevelopmentinvolvesbringingdecision-makingauthoritytothelevelofoperationpropertiesandcertainties.[9] In2002,SchwaberwithothersfoundedtheScrumAlliance[22]andsetuptheCertifiedScrumaccreditationseries.SchwaberlefttheScrumAllianceinlate2009andfoundedScrum.org[23]whichoverseestheparallelProfessionalScrumaccreditationseries.[24] Since2009,apublicdocumentcalledTheScrumGuide[3]hasbeenpublishedandupdatedbySchwaberandSutherland.Ithasbeenrevised6times,withthecurrentversionbeingNovember2020. Scrumteam[edit] Thissectionpossiblycontainsoriginalresearch.Pleaseimproveitbyverifyingtheclaimsmadeandaddinginlinecitations.Statementsconsistingonlyoforiginalresearchshouldberemoved.(April2019)(Learnhowandwhentoremovethistemplatemessage) Thefundamentalunitofscrumisasmallteamofpeople,consistingofaproductowner,ascrummaster,anddevelopers.Theteamisself-managing,cross-functionalandfocusesononeobjectiveatatime:theproductgoal. Productowner[edit] Theproductowner,representingtheproduct'sstakeholdersandthevoiceofthecustomer(ormayrepresentthedesiresofacommittee[25]),isresponsiblefordeliveringgoodbusinessresults.[26]Hence,theproductownerisaccountablefortheproductbacklogandformaximizingthevaluethattheteamdelivers.[25]Theproductownerdefinestheproductintermsofcustomer-centricoutcomes(typically-butnotlimitedto-userstories),addsthemtotheproductbacklog,andprioritizesthembasedonimportanceanddependencies.[27]Ascrumteamshouldhaveonlyoneproductowner(althoughaproductownercouldsupportmorethanoneteam)[28]anditisstronglyadvisedagainstcombiningthisrolewiththeroleofthescrummaster.Theproductownershouldfocusonthebusinesssideofproductdevelopmentandspendthemajorityoftimeliaisingwithstakeholdersandtheteam.Theproductownerdoesnotdictatehowtheteamreachesatechnicalsolution,butseeksconsensusamongteammembers.[29][30][31][better source needed]Thisroleiscrucialandrequiresadeepunderstandingofbothsides:thebusinessandtheengineers(developers)inthescrumteam.Therefore,agoodproductownershouldbeabletocommunicatewhatthebusinessneeds,askwhytheyneedit(becausetheremaybebetterwaystoachievethat),andconveythemessagetoallstakeholdersincludingthedevelopersusingtechnicallanguage,asrequired.Theproductownerusesscrum'sempiricaltoolstomanagehighlycomplexworkwhilecontrollingriskandachievingvalue. Communicationisacoreresponsibilityoftheproductowner.Theabilitytoconveyprioritiesandempathizewithteammembersandstakeholdersisvitaltosteerproductdevelopmentintherightdirection.Theproductownerrolebridgesthecommunicationgapbetweentheteamanditsstakeholders,servingasaproxyforstakeholderstotheteamandasateamrepresentativetotheoverallstakeholdercommunity.[32][33] Asthefaceoftheteamtothestakeholders,thefollowingaresomeofthecommunicationtasksoftheproductownertothestakeholders:[34] Defineandannouncereleases. Communicatedeliveryandproductstatus. Shareprogressduringgovernancemeetings. SharesignificantRIDAs(risks,impediments,dependencies,andassumptions)withstakeholders. Negotiatepriorities,scope,funding,andschedule. Ensurethattheproductbacklogisvisible,transparentandclear. Abilitytorelateisakeyattributeforaproductownertohave—theabilitytoputone'sselfinanother'sshoes.Aproductownerconverseswithdifferentstakeholderswithavarietyofbackgrounds,jobroles,andobjectives-andshouldbeabletoappreciatethesedifferentpointsofview.Tobeeffective,itiswiseforaproductownertoknowthelevelofdetailtheaudienceneeds.Thedevelopersneedthoroughfeedbackandspecificationssotheycanbuildaproductuptoexpectation,whileanexecutivesponsormayjustneedsummariesofprogress.Providingmoreinformationthannecessarymaylosestakeholderinterestandwastetime.Adirectmeansofcommunicationispreferredbyseasonedproductowners.[28] Aproductowner'sabilitytocommunicateeffectivelyisalsoenhancedbybeingskilledintechniquesthatidentifystakeholderneeds,negotiateprioritiesbetweenstakeholderinterests,andcollaboratewithdeveloperstoensureeffectiveimplementationofrequirements. Developers[edit] Thedeveloperscarryoutallworkrequiredtobuildincrementsofvalueeverysprint.[27] Thetermdevelopers[3]referstoanyonewhoplaysaroleinthedevelopmentandsupportofthesystemorproduct,andcanincluderesearchers,architects,designers,dataspecialists,statisticians,analysts,engineers,programmers,andtesters,amongothers.[35]However,duetotheconfusionthatcanarisewhensomepeopledonotfeeltheterm'developer'appliestothem,theyareoftenreferredtojustasteammembers. Theteamisself-organizing.Whilenoworkshouldcometotheteamexceptthroughtheproductowner,andthescrummasterisexpectedtoprotecttheteamfromdistractions,theteamareencouragedtointeractdirectlywithcustomersand/orstakeholderstogainmaximumunderstandingandimmediacyoffeedback.[27] Scrummaster[edit] Scrumisfacilitatedbyascrummaster,whoisaccountableforremovingimpedimentstotheabilityoftheteamtodelivertheproductgoalsanddeliverables.[36]Thescrummasterisnotatraditionalteamleadorprojectmanagerbutactsasabarrierbetweentheteamandanydistractinginfluences.ThescrummasterensuresthattheScrumframeworkisfollowedbycoachingtheteaminScrumtheoryandconcepts,oftenfacilitatingkeysessions,andencouragestheteamtogrowandtoimprove.Therolehasalsobeenreferredtoasateamfacilitatororservant-leadertoreinforcethesedualperspectives. Thecoreresponsibilitiesofascrummasterinclude(butarenotlimitedto):[37] Helpingtheproductownermaintaintheproductbackloginawaythatensurestheneededworkiswellunderstoodsotheteamcancontinuallymakeforwardprogress Helpingtheteamtodeterminethedefinitionofdonefortheproduct,withinputfromkeystakeholders Coachingtheteam,withinthescrumprinciples,inordertodeliverhigh-qualityfeaturesforitsproduct[38] Educatingkeystakeholdersandtherestoftheorganizationonscrum(andpossiblyagile)principles Helpingthescrumteamavoidorremoveimpedimentstoitsprogress,whetherinternalorexternaltotheteam Promotingself-organizationandcross-functionalitywithintheteam Facilitatingteameventstoensureregularprogress Thescrummasterhelpspeopleandorganizationsadoptempiricalandleanthinking,leavingbehindhopesforcertaintyandpredictability. Oneofthewaysthescrummasterrolediffersfromaprojectmanageristhatthelattermayhavepeoplemanagementresponsibilitiesandthescrummasterdoesnot.Ascrummasterprovidesalimitedamountofdirectionsincetheteamisexpectedtobeempoweredandself-organizing.[39]Scrumdoesnotformallyrecognizetheroleofprojectmanager,astraditionalcommandandcontroltendencieswouldcausedifficulties.[40] Workflow[edit] Sprint[edit] ScrumframeworkMainarticle:ScrumsprintNottobeconfusedwithHackathon§ Codesprints.TheScrumprocess Asprint(alsoknownasiterationortimebox)isthebasicunitofdevelopmentinscrum.Thesprintisatimeboxedeffort;thatis,thelengthisagreedandfixedinadvanceforeachsprintandisnormallybetweenoneweekandonemonth,withtwoweeksbeingthemostcommon.[9] Eachsprintstartswithasprintplanningeventinwhichasprintgoalisdefined.Prioritiesfortheupcomingsprintarechosenoutofthebacklog.Eachsprintendswithtwoevents: asprintreview(progressshowntostakeholderstoelicittheirfeedback) asprintretrospective(identifylessonsandimprovementsforthenextsprints).[18] Scrumemphasizesvaluable,actionableoutputattheendofthesprintthatjustwascompleted.Inthecaseofsoftware,thislikelyincludesthatproductsarefullyintegrated,testedanddocumented,andpotentiallyreleasable.[40] Sprintplanning[edit] Atthebeginningofasprint,thescrumteamholdsasprintplanningeventto: Agreeonthesprintgoal,ashortdescriptionofwhattheyforecasttodeliverbysprintend,basedontheprioritiessetbytheproductowner Selectproductbacklogitemsthatcontributetowardsthisgoal Formasprintbacklogbymutuallydiscussingandagreeingonwhichitemsareintendedtobedoneduringthatsprint Themaximumdurationofsprintplanningiseighthoursforafour-weeksprint.[3]Asthedetailedworkiselaborated,someproductbacklogitemsmaybesplitorreturnedtotheproductbacklogiftheteambelievestheycannotcompletethatworkinasinglesprint. Dailyscrum[edit] Adailyscruminthecomputingroom.Thiscentralizedlocationhelpstheteamstartontime. Eachdayduringasprint,thedevelopersholdadailyscrum(sometimesconductedstandingup)withspecificguidelines:[41][9] Alldeveloperscomeprepared.Thedailyscrum: isfocusedoninspectingprogresstowardsthesprintgoal shouldhappenatthesametimeandplaceeveryday islimited(timeboxed)tofifteenminutes isconductedhowevertheteamdecides mayincludeothers,thoughonlydevelopersshouldspeak. maybefacilitatedbythescrummaster mayidentifyimpedimentstoprogress(e.g.,stumblingblock,risk,issue,delayeddependency,assumptionprovedunfounded)[42] doesnotfeaturediscussions isnotameansofupdatingprogresscharts Nodetaileddiscussionsshouldhappenduringthedailyscrum.Onceover,individualmemberscandiscussissuesindetail,oftenknownasa'breakoutsession'oran'afterparty'.[43]Issuesorbugsidentifiedshouldbecollectivelydiscussedoutsideofthedailyscrumwithaviewtoworkingtowardaresolution. Wheretheteamdoesnotseethevalueinthisevent,itistheresponsibilityofthescrummastertodeterminewhy[44]andeducatetheteamandstakeholdersaboutScrumprinciples,[38]orencouragetheteamtodesigntheirownmethodofkeepingtheteamfullyinformedofsprintprogress. Sprintreview[edit] Conductedattheendofasprint,theteam: presentsthecompletedworktothestakeholders(a.k.a.thedemo) collaborateswithstakeholdersontopicssuchas: invitingfeedbackaboutthecompletedproductincrement discussingtheimpactofincompletework(plannedorotherwise) receivingsuggestionsforupcomingwork(guidanceofwhattoworkonnext) ProductOwnersshouldseethiseventasavaluableopportunitytoreviewandrefinetheproductbacklogwithstakeholders. Guidelinesforsprintreviews: Incompleteworkshouldnotbedemonstrated;althoughstakeholdersshouldbepresentedwithproductincrementstheywillbereceiving,butcanalsorequesttoseeworkinprogressifnecessary.However,theteamshouldonlybepreparedtoshowwhathasbeendone. Therecommendeddurationistwohoursforatwo-weeksprint(proportionalforothersprint-durations).[3] Sprintretrospective[edit] Atthesprintretrospective,theteam: reflectsonthepastsprint(s) inspectshowthelastSprintwent(individuals,interactions,processes,tools,DefinitionofDone) identifiesandagreesoncontinuousprocessimprovementactions Guidelinesforsprintretrospectives:[citationneeded] Threesuggestedareastoconsiderinsprintretrospectivesare: Whatwentwellduringthesprint? Whatdidnotgowell? Whatcouldwedodifferentlythenextsprint? Thedurationismaximumofthreehoursforafour-weeksprint,proportionalforothersprintduration(s)(e.g.one-and-a-halfhoursforatwo-weeksprint). Thescrummastermayfacilitatethisevent,buttheycanalsobepresentjustasapartoftheteam. Backlogrefinement[edit] Althoughnotoriginallyacorescrumpractice,backlogrefinement(formerlycalledgrooming)wasaddedtotheScrumGuideandadoptedasawayofmanagingthequalityofproductbacklogitemsenteringasprint.Itistheongoingprocessofreviewingandamending/updating/re-orderingproductbacklogitemsinthelightofnewinformation. Reasonsformodifyingthebackloganditemswithinmayinclude: Largeritemsmaybebrokenintomultiplesmallerones Acceptancecriteriamaybeclarified Dependenciesmaybeidentifiedandinvestigated Anitemmayrequirefurtherdiscoveryandanalysis Prioritiesmayhavechanged;expectedreturnswillnowdiffer Refinementmeansthatitemsareappropriatelypreparedandorderedinawaythatmakesthemclearandexecutablefordevelopersforsprintplanning. Thebacklogcanalsoincludetechnicaldebt(alsoknownasdesigndebtorcodedebt).Thisisaconceptinsoftwaredevelopmentthatreflectstheimpliedcostofadditionalreworkcausedbychoosinganeasysolutionnowinsteadofusingabetterapproachthatwouldtakelonger. Itisrecommendedtoinvestofupto10percentofateam'ssprintcapacity[3]uponbacklogrefinement.Morematureteamswillnotseethisasascheduleddefinedeventbutasanad-hocactivitythatformspartofthenaturalworkflow,refiningandadjustingtheproductbacklogwhenneeded. Cancelingasprint[edit] Theproductownercancancelasprintifnecessary,[3]andmaydosowithinputfromothers(developers,scrummasterormanagement).Forexample,recentexternalcircumstancesmaynegatethevalueofthesprintgoal,soitispointlessincontinuing. Whenasprintisabnormallyterminated,thenextstepistoconductnewsprintplanning,wherethereasonfortheterminationisreviewed. Artifacts[edit] Thissectionneedsadditionalcitationsforverification.Pleasehelpimprovethisarticlebyaddingcitationstoreliablesources.Unsourcedmaterialmaybechallengedandremoved.(March2013)(Learnhowandwhentoremovethistemplatemessage) Artifactsrefertodocumentationusedformanagingworkintheproject. Productbacklog[edit] Mainarticle:Productbacklog Theproductbacklogisabreakdownofworktobedoneandcontainsanorderedlistofproductrequirementsthattheteammaintainsforaproduct.Commonformatsforbacklogitemsincludeuserstoriesandusecases.[40]Theserequirementsdefinefeatures,bugfixes,non-functionalrequirements,etc.—whateverdeliversaviableproduct.Theproductownerprioritizesproductbacklogitems(PBIs)basedonconsiderationssuchasrisk,businessvalue,dependencies,size,anddateneeded. Theproductbacklogis"whatisneeded,orderedbywhenitisneeded"andisvisibletoeveryonebutmayonlybechangedwithconsentoftheproductowner,whoisresponsibleformanagingandmaintainingtheproductbacklogitems. Theproductbacklogcontainstheproductowner'sassessmentofbusinessvalueandmayincludetheteam'sassessmentofeffortorcomplexity,often,butnotalways,statedinstorypointsusingtheroundedFibonacciscale.Theseestimateshelptheproductownertogaugethetimelineandmayinfluencetheorderingofproductbacklogitems;forexample,fortwofeatureswiththesamebusinessvalue,theproductownermayscheduleearlierdeliveryofworkwiththelowerdevelopmenteffort(becausethereturnoninvestmentishigher)ortheonewithhigherdevelopmenteffort(becauseitismorecomplexorriskier,andtheywanttoretirethatriskearlier).[45] Theproductbacklogandthebusinessvalueofeachproductbacklogitemistheresponsibilityoftheproductowner.Theefforttodelivereachitemmaybeestimatedinstorypoints,ortime.Byestimatinginstorypoints,theteamreducesthedependencyofindividualdevelopers;thisisusefulespeciallyfordynamicteamswheredevelopersareoftenassignedtootherworkaftersprintdelivery.Forinstance,ifauserstoryisestimatedasa5ineffort(usingFibonaccisequence),itremains5regardlessofhowmanydevelopersareworkingonit Storypointsdefinetheeffortinatime-box,sotheydonotchangewithtime.Forinstance,inonehouranindividualcanwalk,run,orclimb,buttheeffortexpendedisclearlydifferent.ThegapprogressionbetweenthetermsintheFibonaccisequenceencouragestheteamtodelivercarefullyconsideredestimates.Estimatesof1,2or3implysimilarefforts(1beingtrivial),butiftheteamestimatesan8or13(orhigher),theimpactonbothdeliveryandbudgetcanbesignificant.Thevalueofusingstorypointsisthattheteamcanreusethembycomparingsimilarworkfromprevioussprints,butitshouldberecognizedthatestimatesarerelativetothatteam.Forexample,anestimateof5foroneteamcouldbea2foranothercomposedofmoreexperienceddeveloperswithhighercapability. Everyteamshouldhaveaproductowner,althoughinmanyinstancesaproductownercouldworkwithmorethanoneteam.[28]Theproductownerisresponsibleformaximizingthevalueoftheproduct.Theproductownergathersinputandtakesfeedbackfrom,andislobbiedby,manypeoplebutultimatelyhasthefinaldecisionaboutwhatgetsbuilt. Theproductbacklog: Capturesrequeststomodifyaproduct—includingnewfeatures,replacingoldfeatures,removingfeatures,andfixingissues Ensuresthedevelopershaveworkthatmaximizesbusinessbenefitoftheproduct Typically,thewholeteamworkstogethertorefinetheproductbacklog,whichevolvesasnewinformationsurfacesabouttheproductanditscustomers,andsolatersprintsmayaddressnewwork. Management[edit] Aproductbacklog,initssimplestform,ismerelyalistofitemstoworkon.Havingwell-establishedrulesabouthowworkisadded,removedandorderedhelpsthewholeteammakebetterdecisionsabouthowtochangetheproduct.[46] Theproductownerprioritizesproductbacklogitemsbasedonwhichareneededsoonest.Developers,influencedbythesprintgoal,chooseitemsforcomingsprint,movingthoseitemsfromtheproductbacklogtothesprintbacklog,whichisthelistofitemstheywillbuild.Conceptually,thesprintgoalisinfluencedbyhigh-priorityitemsatthetopofthelist,butitisnotunusualtoseedeveloperstakingsomelower-priorityitemsifthereistimeleftwithinthesprinttoaccommodatemorework. High-priorityitems(atthetopofthebacklog)shouldbebrokendownintomoredetailthataresuitableforthedeveloperstoworkon.Thefurtherdownthebacklog,thelessdetaileditemswillbe.AsSchwaberandBeedleputit"Thelowerthepriority,thelessdetailuntilyoucanbarelymakeoutthebacklogitem."[9] Astheteamworksthroughthebacklog,itmustbeassumedthatchangehappensoutsidetheirenvironment—theteamcanlearnaboutnewmarketopportunitiestotakeadvantageof,competitorthreatsthatarise,andfeedbackfromcustomersthatcanchangethewaytheproductwasmeanttowork.Allofthesenewideastendtotriggertheteamtoadaptthebacklogtoincorporatenewknowledge.Thisispartofthefundamentalmindsetofanagileteam.Theworldchanges,thebacklogisneverfinished.[47] Sprintbacklog[edit] Thesprintbacklogisthesubsetofitemsfromtheproductbacklogintendedfordeveloperstoaddressintheupcomingsprint.[48]Developerswillfillthisbackloguntiltheyfeeltheyhaveenoughworktofillthesprint,usingpastperformancetoassesscapacityforthenextsprint,usingthisasaguidelineofhowmuch'effort'theycancomplete. Workonthesprintbacklogisneverassigned(orpushed)todevelopers;teammemberspullworkasneededaccordingtothebacklogpriorityandtheirownskillsandcapacity.Thispromotesself-organizationofthedevelopers. Thesprintbacklogisthepropertyofthedevelopers,andallincludedestimatesareprovidedbythedevelopers.Althoughnotpartofscrum,someteamsuseanaccompanyingboardtovisualizethestateofworkinthecurrentsprint:ToDo,Doing,Done. Increment[edit] Theincrementisthepotentiallyreleasableoutputofthesprintthatmeetsthesprintgoal.Itisformedfromallthecompletedsprintbacklogitems,integratedwiththeworkofallprevioussprints.Theincrementmustbecomplete,accordingtothescrumteam'sDefinitionofDone(DoD),fullyfunctioning,andinausableconditionregardlessofwhethertheproductownerdecidestoactuallydeployanduseit. Extensions[edit] Thefollowingartifactsandtechniquescanbeusedtohelppeopleusescrum.[3] Burndownchart[edit] Asampleburndownchartforacompletedsprint,showingremainingeffortattheendofeachday. Mainarticle:Burndownchart Oftenusedinscrum(butnotpartofscrum),aburndownchartisapubliclydisplayedchartshowingremainingwork.[49]Updatedeveryday,itprovidesquickvisualizationsforreference.Thehorizontalaxisoftheburndownchartshowsthedaysremaining,whiletheverticalaxisshowstheamountofworkremainingeachday. Duringsprintplanning,theidealburndownchartisplotted.Then,duringthesprint,developersupdatethechartwithremainingworksothechartisupdateddaybyday,showingacomparisonbetweenactualandpredicted. Itshouldnotbeconfusedwithanearnedvaluechart. Releaseburn-upchart[edit] Mainarticle:Burnupchart Asampleburn-upchartforarelease,showingscopecompletedeachsprint(MVP=MinimumViableProduct) Thereleaseburn-upchartisawayfortheteamtoprovidevisibilityandtrackprogresstowardarelease.Updatedattheendofeachsprint,itshowsprogresstowarddeliveringaforecastscope.Thehorizontalaxisofthereleaseburn-upchartshowsthesprintsinarelease,whiletheverticalaxisshowstheamountofworkcompletedattheendofeachsprint(typicallyrepresentingcumulativestorypointsofworkcompleted).Progressisplottedasalinethatgrowsuptomeetahorizontallinethatrepresentstheforecastscope;oftenshownwithaforecast,basedonprogresstodate,thatindicateshowmuchscopemightbecompletedbyagivenreleasedateorhowmanysprintsitwilltaketocompletethegivenscope. Thereleaseburn-upchartmakesiteasytoseehowmuchworkhasbeencompleted,howmuchworkhasbeenaddedorremoved(ifthehorizontalscopelinemoves),andhowmuchworkislefttobedone. Definitionofready(DoR)[edit] Thestartcriteriatodeterminewhetherthespecificationsandinputsaresetclearlyenoughtostarttheworkitem. DefinitionofDone(DoD)[edit] Theexit-criteriatodeterminewhetherworkonsprintbacklogitemiscomplete,forexample:theDoDrequiresthatallregressiontestsbesuccessful.Thedefinitionofdonemayvaryfromoneteamtoanotherbutmustbeconsistentwithinoneteam.[50] Velocity[edit] Mainarticle:Velocity(softwaredevelopment) Ateam'stotalcapabilityeffortforasinglesprint,derivedbyevaluatingworkcompletedinthelastsprint.Thecollectionofhistoricalvelocitydataisaguidelineforassistingtheteaminunderstandingtheircapacity,i.e.:howmuchworktheycancomfortablyachieve. Thismetrichasattractedcontroversyinthescrumcommunity: storypointsconsumeddoesnotequalvaluedelivered:theteammayseeworkdoneandignoredeliverablebenefitstostakeholders introductionofdistractingpractices:estimationversusactuals,varianceinvestigationandpolicyofre-estimationsbegintoarise managementseesvelocityasaperformancemetricsoseekstoincreaseit,meaning: qualitysuffers-theteambeginsto"cutcorners"toincludetheaddedworkload moralesuffers-theteamareunabletoworkatacomfortablesustainablepaceandincreasedpressurecausesburn-out estimationsuffers-developerswillinflateestimatestobuildinbuffersand"gamethemetrics",measuringthesameeffortonadifferentscale valuesuffers-theendeffectisinterferencethatcausesstakeholderdissatisfactionasaresultofswitchingfocusawayfrombusinessvaluedelivery Whilstthereisvalueinunderstandingateam'sdeliverycapacity,velocityshouldbeconsideredanindicatorfortheteamandnotadialthatcanbeadjusted. Spike[edit] Mainarticle:Spike(softwaredevelopment) Atime-boxedperiodusedtoresearchaconceptorcreateasimpleprototype.Spikescaneitherbeplannedtotakeplaceinbetweensprintsor,forlargerteams,aspikemightbeacceptedasoneofmanysprintdeliveryobjectives.Spikesareoftenintroducedbeforethedeliveryoflargeorcomplexproductbacklogitemsinordertosecurebudget,expandknowledge,orproduceaproofofconcept.Thedurationandobjective(s)ofaspikeareagreedbytheteambeforethestart.Unlikesprintcommitments,spikesmayormaynotdelivertangible,shippable,valuablefunctionality.Forexample,theobjectiveofaspikemightbetosuccessfullyreachadecisiononacourseofaction.Thespikeisoverwhenthetimeisup,notnecessarilywhentheobjectivehasbeendelivered.[51] Tracerbullet[edit] Alsocalledadronespike,atracerbulletisaspikewiththecurrentarchitecture,currenttechnologyset,currentsetofbestpracticesthatresultinproductionqualitycode.Itmightjustbeaverynarrowimplementationofthefunctionalitybutisnotthrowawaycode.Itisofproductionquality,andtherestoftheiterationscanbuildonthiscode.Thenamehasmilitaryoriginsasammunitionthatmakesthepathofthebulletvisible,allowingforcorrections.Oftentheseimplementationsarea'quickshot'throughalllayersofanapplication,suchasconnectingasingleform'sinputfieldtotheback-end,toprovethelayersconnectasexpected.[52] Limitations[edit] Thebenefitsofscrummaybemoredifficulttoachievewith:[53][54] Teamswhosemembersaregeographicallydispersedorpart-time:Inscrum,developersshouldhavecloseandongoinginteraction,ideallyworkingtogetherinthesamespacemostofthetime.Whilerecentimprovementsintechnologyhavereducedtheimpactofthesebarriers(e.g.,beingabletocollaborateonadigitalwhiteboard),theAgilemanifestoassertsthatthebestcommunicationisfacetoface.[55] Teamswhosemembershaveveryspecializedskills:Inscrum,developersshouldhaveT-shapedskills,allowingthemtoworkontasksoutsideoftheirspecialization.ThiscanbeencouragedbygoodScrumleadership.Whileteammemberswithveryspecificskillscananddocontributewell,theyshouldbeencouragedtolearnmoreaboutandcollaboratewithotherdisciplines. Productswithmanyexternaldependencies:Inscrum,dividingproductdevelopmentintoshortsprintsrequirescarefulplanning;externaldependencies,suchasuseracceptancetestingorcoordinationwithotherteams,canleadtodelaysandthefailureofindividualsprints. Productsthatarematureorlegacyorwithregulatedqualitycontrol:Inscrum,productincrementsshouldbefullydevelopedandtestedinasinglesprint;productsthatneedlargeamountsofregressiontestingorsafetytesting(e.g.,medicaldevicesorvehiclecontrol)foreachreleasearelesssuitedtoshortsprintsthantolongerwaterfallreleases. Toolsavailable[edit] Mainarticle:ComparisonofScrumsoftware Likeotheragileapproaches,effectiveadoptionofscrumcanbesupportedthrough(butnotdependentupon)awiderangeoftoolsavailable. Manycompaniesuseuniversaltools,suchasspreadsheetstobuildandmaintainasprintbacklog.Therearealsoopen-sourceandproprietarysoftwarepackageswhichusescrumterminologyforproductdevelopmentorsupportmultipleproductdevelopmentapproachesincludingscrum. Otherorganizationsimplementscrumwithoutsoftwaretoolsandmaintaintheirartefactsinhard-copyformssuchaspaper,whiteboards,andstickynotes.[56] Scrumvalues[edit] Scrumisafeedback-drivenempiricalapproachwhichis,likeallempiricalprocesscontrol,underpinnedbythethreepillarsoftransparency,inspection,andadaptation.Allworkwithinthescrumframeworkshouldbevisibletothoseresponsiblefortheoutcome:theprocess,theworkflow,progress,etc.Inordertomakethesethingsvisible,scrumteamsneedtofrequentlyinspecttheproductbeingdevelopedandhowwelltheteamisworking.Withfrequentinspection,theteamcanspotwhentheirworkdeviatesoutsideofacceptablelimitsandadapttheirprocessortheproductunderdevelopment.[27] Thesethreepillarsrequiretrustandopennessintheteam,whichthefollowingfivevaluesofscrumenable:[3] Commitment:Teammembersindividuallycommittoachievingtheirteamgoals,eachandeverysprint. Courage:Teammembersknowtheyhavethecouragetoworkthroughconflictandchallengestogethersothattheycandotherightthing. Focus:Teammembersfocusexclusivelyontheirteamgoalsandthesprintbacklog;thereshouldbenoworkdoneotherthanthroughtheirbacklog. Openness:Teammembersandtheirstakeholdersagreetobetransparentabouttheirworkandanychallengestheyface. Respect:Teammembersrespecteachothertobetechnicallycapableandtoworkwithgoodintent. Adaptations[edit] Scrumisusedinavarietyofcontextstoachievemanydifferentaims.Toaccomplishthosevaryingends,Scrumisfrequentlytailoredoradapted.[57]AcommonapproachtoadaptingScrumishybridizationofscrumwithothersoftwaredevelopmentmethodologiesasscrumdoesnotcoverthewholeproductdevelopmentlifecycle;therefore,organizationsfindtheneedtoaddinadditionalprocessestocreateamorecomprehensiveimplementation.Forexample,atthestartofproductdevelopment,organizationscommonlyaddprocessguidanceonthebusinesscase,requirementsgatheringandprioritization,initialhigh-leveldesign,andbudgetandscheduleforecasting.[58] Variousauthorsandcommunitiesofpeoplewhousescrumhavealsosuggestedmoredetailedtechniquesforhowtoapplyoradaptscrumtoparticularproblemsororganizations.Manyrefertothesemethodologicaltechniquesas'patterns'-byanalogywithdesignpatternsinarchitectureandsoftware.[59][60] Scrumban[edit] Mainarticle:Scrumban Scrumbanisasoftwareproductionmodelbasedonscrumandkanban.Scrumbanisespeciallysuitedforproductmaintenancewithfrequentandunexpectedworkitems,suchasproductiondefectsorprogrammingerrors.Insuchcasesthetime-limitedsprintsofthescrumframeworkmaybeperceivedtobeoflessbenefit,althoughscrum'sdailyeventsandotherpracticescanstillbeapplied,dependingontheteamandthesituationathand.VisualizationoftheworkstagesandlimitationsforsimultaneousunfinishedworkanddefectsarefamiliarfromtheKanbanmodel.Usingthesemethods,theteam'sworkflowisdirectedinawaythatallowsforminimumcompletiontimeforeachworkitemorprogrammingerror,andontheotherhandensureseachteammemberisconstantlyemployed.[61] Toillustrateeachstageofwork,teamsworkinginthesamespaceoftenusepost-itnotesoralargewhiteboard.[62]Inthecaseofdecentralizedteams,stage-illustrationsoftwaresuchasAssembla,JiraorAgilocanbeused. Themajordifferencesbetweenscrumandkanbanisthatinscrumworkisdividedintosprintsthatlastafixedamountoftime,whereasinKanbantheflowofworkiscontinuous.Thisisvisibleinworkstagetables,whichinscrumareemptiedaftereachsprint,whereasinKanbanalltasksaremarkedonthesametable.Scrumfocusesonteamswithmultifacetedknow-how,whereasKanbanmakesspecialized,functionalteamspossible.[61] Scrumofscrums[edit] Thescrumofscrumsisatechniquetooperatescrumatscale,formultipleteamsworkingonthesameproduct,allowingthemtodiscussprogressontheirinterdependencies,focusingonhowtocoordinatedeliveringsoftware,[63]especiallyonareasofoverlapandintegration.Dependingonthecadence(timing)ofthescrumofscrums,therelevantdailyscrumforeachscrumteamendsbydesignatingonememberasanambassadortoparticipateinthescrumofscrumswithambassadorsfromotherteams.Dependingonthecontext,theambassadorsmaybetechnicalcontributorsoreachteam'sscrummaster.[63] Ratherthansimplyaprogressupdate,thescrumofscrumsshouldfocusonhowteamsarecollectivelyworkingtoresolve,mitigate,oracceptanyrisks,impediments,dependencies,andassumptions(RIDAs)thathavebeenidentified.ThescrumofscrumstrackstheseRIDAsviaabacklogofitsown,suchasariskboard(sometimesknownasaROAMboardaftertheinitialsofresolved,owned,accepted,andmitigated),[64]whichtypicallyleadstogreatercoordinationandcollaborationbetweenteams.[63] Thisshouldrunsimilartoadailyscrum,witheachambassadoransweringthefollowingfourquestions:[65] Whatrisks,impediments,dependencies,orassumptionshasyourteamresolvedsincewelastmet? Whatrisks,impediments,dependencies,orassumptionswillyourteamresolvebeforewemeetagain? Arethereanynewrisks,impediments,dependencies,orassumptionsslowingyourteamdownorgettingintheirway? Areyouabouttointroduceanewrisk,impediment,dependency,orassumptionthatwillgetinanotherteam'sway? AsJeffSutherlandcommented,[63] SinceIoriginallydefinedtheScrumofScrums(KenSchwaberwasatIDXworkingwithme),IcandefinitivelysaytheScrumofScrumsisnota'metaScrum'.TheScrumofScrumsasIhaveuseditisresponsiblefordeliveringtheworkingsoftwareofallteamstotheDefinitionofDoneattheendofthesprint,orforreleasesduringthesprint.PatientKeeperdeliveredtoproductionfourtimesperSprint.Ancestry.comdeliverstoproduction220timespertwo-weekSprint.Hubspotdeliverslivesoftware100-300timesaday.TheScrumofScrumsMasterisheldaccountableformakingthiswork.SotheScrumofScrumsisanoperationaldeliverymechanism. Large-scalescrum[edit] Large-scalescrum(LeSS)isaproductdevelopmentframeworkthatextendsscrumwithscalingrulesandguidelineswithoutlosingtheoriginalpurposesofscrum. Therearetwolevelstotheframework:thefirstLeSSlevelisdesignedforuptoeightteams;thesecondlevel,knownas'LeSSHuge',introducesadditionalscalingelementsfordevelopmentwithuptohundredsofdevelopers."ScalingScrumstartswithunderstandingandbeingabletoadoptstandardrealone-teamScrum.Large-scaleScrumrequiresexaminingthepurposeofsingle-teamScrumelementsandfiguringouthowtoreachthesamepurposewhilestayingwithintheconstraintsofthestandardScrumrules."[66] BasVoddeandCraigLarmanevolvedtheLeSSframeworkfromtheirexperiencesworkingwithlarge-scaleproductdevelopment,especiallyinthetelecomsandfinanceindustries.ItevolvedbytakingScrumandtryingmanydifferentexperimentstodiscoverwhatworks.In2013,theexperimentsweresolidifiedintotheLeSSframeworkrules.[67]TheintentionofLeSSisto'descale'organizationcomplexity,dissolvingunnecessarycomplexorganizationalsolutions,andsolvingtheminsimplerways.Lessroles,lessmanagement,lessorganizationalstructures.[68] Criticism[edit] Scrumeventshavebeenreportedtobehurtingproductivityandwastingtimethatcouldbebetterspentonactualproductivetasks,[69][70]usuallycausedbyamisunderstandingoftheevent'spurposeandgoal,[71]soisconductedasanoverlongthoroughmeetingratherthanabrieftime-boxeddiscussion.Scrumpractices,whennotcorrectlyfollowedinthespiritoftheAgileManifesto,haveatendencytobecomeaformofmicromanagement[72]andreintroducethesamedysfunctionthatthepracticessoughttoremove.Scrumalsoassumesthateffortrequiredforcompletingworkcanbeaccuratelyestimated,althoughfrequentlythiscanbequiteunpredictable.[73]Scrumdeliberatelyomitsprescriptivepractices[74]toencouragefreedomofempiricalanalysisandexperimentation.Scrumisperceivedtobeaformof,ratherthananalternativeapproachto,managingprojects[citationneeded].AninitialforayintoScrumwillnotproducehigh-qualityresultsimmediately;impatiencerobsScrumofthechancetoembedandgrow[citationneeded].Commondysfunctionalapproaches[75]toScrumhavenowbeenrecognisedasantipatterns,includingDarkScrum[76]andScream[77] Seealso[edit] Agiletesting Disciplinedagiledelivery High-performanceteams Leansoftwaredevelopment Projectmanagement UnifiedProcess References[edit] ^Schwaber,Ken;Sutherland,Jeff(November2017),TheScrumGuide:TheDefinitiveGuidetoScrum:TheRulesoftheGame,retrievedMay13,2020 ^"Lessonslearned:UsingScruminnon-technicalteams".AgileAlliance.RetrievedApril8,2019. ^abcdefghijKenSchwaber;JeffSutherland."TheScrumGuide".Scrum.org.RetrievedOctober27,2017. ^"Scrum,What'sinaName?-DZoneAgile".dzone.com. ^"Archivedcopy"(PDF).Archivedfromtheoriginal(PDF)onFebruary9,2021.RetrievedApril7,2021.{{citeweb}}:CS1maint:archivedcopyastitle(link) ^"TheNewNewProductDevelopmentGame"byHirotakaTakeuchiandIkujiroNonaka(1986) ^"Should"SCRUM"bewritteninallcaps?".stackoverflow.com.RetrievedJanuary10,2017. ^"Scrum.orgKenSchwaber".RetrievedFebruary13,2022. ^abcdefSchwaber,Ken(February1,2004).AgileProjectManagementwithScrum.MicrosoftPress.ISBN 978-0-7356-1993-7. ^Schwaber,Ken(2004)."SCRUMDevelopmentProcess"(PDF).AdvancedDevelopmentMethods. ^Johnson,HillaryLouise(January13,2011)."ScrumMastervsscrummaster:Whatdoyouthink?".agilelearninglabs.com.RetrievedMay10,2017. ^"WhatisScrum?".WhatisScrum?AnAgileFrameworkforCompletingComplexProjects-ScrumAlliance.ScrumAlliance.RetrievedFebruary24,2016. ^Verheyen,Gunther(March21,2013)."Scrum:Framework,notmethodology".GuntherVerheyen.GuntherVerheyen.RetrievedFebruary24,2016. ^J.HenryandS.Henry.Quantitativeassessmentofthesoftwaremaintenanceprocessandrequirementsvolatility.InProc.oftheACMConferenceonComputerScience,pages346–351,1993. ^abcTakeuchi,Hirotaka;Nonaka,Ikujiro(January1,1986)."TheNewNewProductDevelopmentGame".HarvardBusinessReview.RetrievedJune9,2010.MovingtheScrumDownfield ^TheKnowledgeCreatingCompany.OxfordUniversityPress.1995.p. 3.ISBN 9780199762330.RetrievedMarch12,2013. ^"Scrum".LexicoUKEnglishDictionary.OxfordUniversityPress.n.d. ^abSutherland,Jeff(October2004)."AgileDevelopment:LessonslearnedfromthefirstScrum".Archivedfromtheoriginal(PDF)onJune30,2014.RetrievedSeptember26,2008. ^abSutherland,JeffreyVictor;Schwaber,Ken(1995).Businessobjectdesignandimplementation:OOPSLA'95workshopproceedings.TheUniversityofMichigan.p. 118.ISBN 978-3-540-76096-2. ^"ManifestoforAgileSoftwareDevelopment".RetrievedOctober17,2019. ^Schwaber,Ken;Beedle,Mike(2002).AgilesoftwaredevelopmentwithScrum.PrenticeHall.ISBN 978-0-13-067634-4. ^Maximini,Dominik(January8,2015).TheScrumCulture:IntroducingAgileMethodsinOrganizations.ManagementforProfessionals.Cham:Springer(published2015).p. 26.ISBN 9783319118277.RetrievedAugust25,2016.KenSchwaberandJeffSutherlandpresentedScrumforthefirsttimeattheOOPSLAconferenceinAustin,Texas,in1995.[...]In2001,thefirstbookaboutScrumwaspublished.[...]Oneyearlater(2002),KenfoundedtheScrumAlliance,aimingatprovidingworldwideScrumtrainingandcertification. ^"Home".Scrum.org.RetrievedJanuary6,2020. ^Partogi,Joshua(July7,2013)."CertifiedScrumMastervsProfessionalScrumMaster".LeanAgileInstitute.RetrievedMay10,2017. ^abMcGreal,Don;Jocham,Ralph(June4,2018).TheProfessionalProductOwner:LeveragingScrumasaCompetitiveAdvantage.Addison-WesleyProfessional.ISBN 9780134686653. ^Rubin,Kenneth(2013),EssentialScrum.APracticalGuidetotheMostPopularAgileProcess,Addison-Wesley,p. 173,ISBN 978-0-13-704329-3 ^abcdMorris,David(2017).Scrum:anidealframeworkforagileprojects.InEasySteps.pp. 178–179.ISBN 9781840787313.OCLC 951453155. ^abcCohn,Mike.SucceedingwithAgile:SoftwareDevelopmentUsingScrum.UpperSaddleRiver,NJ:Addison-Wesley,2010. ^"TheScrumGuide"(PDF). ^TheScrumguide(PDF).p. 6. ^"TheRoleoftheProductOwner".ScrumAlliance.RetrievedMay26,2018. ^Pichler,Roman(March11,2010).AgileProductManagementwithScrum:CreatingProductsthatCustomersLove.Addison-WesleyProfessional.ISBN 978-0-321-68413-4. ^Ambler,Scott."TheProductOwnerRole:AStakeholderProxyforAgileTeams".agilemodeling.com.RetrievedJuly22,2016.[...]inpracticethereprovestobetwocriticalaspectstothisrole:firstasastakeholderproxywithinthedevelopmentteamandsecondasaprojectteamrepresentativetotheoverallstakeholdercommunityasawhole. ^"TheProductOwnerRole".ScrumMasterTestPrep.RetrievedFebruary3,2017. ^Rad,NaderK.;Turley,Frank(2018).AgileScrumFoundationCourseware,SecondEdition.'s-Hertogenbosch,Netherlands:VanHaren.p. 26.ISBN 9789401802796. ^Carroll,N,O’Connor,M.andEdison,H.(2018).TheIdentificationandClassificationofImpedimentstoSoftwareFlow,TheAmericasConferenceonInformationSystems(AMCIS2018),August16–18,NewOrleans,Louisiana,USA. ^"CoreScrum".ScrumAlliance.RetrievedJanuary25,2015. ^abDrongelen,Mikevan;Dennis,Adam;Garabedian,Richard;Gonzalez,Alberto;Krishnaswamy,Aravind(2017).LeanMobileAppDevelopment:ApplyLeanstartupmethodologiestodevelopsuccessfuliOSandAndroidapps.Birmingham,UK:PacktPublishingLtd.p. 43.ISBN 9781786467041. ^Cobb,CharlesG.(2015).TheProjectManager'sGuidetoMasteringAgile:PrinciplesandPracticesforanAdaptiveApproach.Hoboken,NJ:JohnWiley&Sons.p. 37.ISBN 9781118991046. ^abcPeteDeemer;GabrielleBenefield;CraigLarman;BasVodde(December17,2012)."TheScrumPrimer:ALightweightGuidetotheTheoryandPracticeofScrum(Version2.0)".InfoQ. ^"WhatisaDailyScrum?".Scrum.org.RetrievedJanuary6,2020. ^Little,Joe(January17,2011)."ImpedimentManagement".AgileConsortium.{{citejournal}}:Citejournalrequires|journal=(help) ^Flewelling,Paul(2018).TheAgileDeveloper'sHandbook:Getmorevaluefromyoursoftwaredevelopment:getthebestoutoftheAgilemethodology.Birmingham,UK:PacktPublishingLtd.p. 91.ISBN 9781787280205. ^McKenna,Dave(2016).TheArtofScrum:HowScrumMastersBindDevTeamsandUnleashAgility.Aliquippa,PA:CAPress.p. 126.ISBN 9781484222768. ^Higgins,Tony(March31,2009)."AuthoringRequirementsinanAgileWorld".BATimes. ^"Theproductbacklog:yourultimateto-dolist".Atlassian.RetrievedJuly20,2016. ^Pichler,Roman.AgileProductManagementwithScrum:CreatingProductsthatCustomersLove.UpperSaddleRiver,NJ:Addison-Wesley,2010.[needquotationtoverify] ^RussJ.Martinelli;DraganZ.Milosevic(January5,2016).ProjectManagementToolBox:ToolsandTechniquesforthePracticingProjectManager.Wiley.p. 304.ISBN 978-1-118-97320-2. ^CharlesG.Cobb(January27,2015).TheProjectManager'sGuidetoMasteringAgile:PrinciplesandPracticesforanAdaptiveApproach.JohnWiley&Sons.p. 378.ISBN 978-1-118-99104-6. ^KenSchwaber,AgileProjectManagementwithScrum,p.55 ^"CreateaSpikeSolution".ExtremeProgramming. ^Sterling,Chris(October22,2007)."Research,Spikes,TracerBullets,OhMy!".GettingAgile.RetrievedOctober23,2016. ^Turk,Dan;France,Robert;Rumpe,Bernhard(2014)[2002]."LimitationsofAgileSoftwareProcesses".ProceedingsoftheThirdInternationalConferenceonExtremeProgrammingandFlexibleProcessesinSoftwareEngineering:43–46.arXiv:1409.6600. ^"IssuesandChallengesinScrumImplementation"(PDF).InternationalJournalofScientific&EngineeringResearch.3(8).August2012.RetrievedDecember10,2015. ^KentBeck;JamesGrenning;RobertC.Martin;MikeBeedle;JimHighsmith;SteveMellor;ArievanBennekum;AndrewHunt;KenSchwaber;AlistairCockburn;RonJeffries;JeffSutherland;WardCunningham;JonKern;DaveThomas;MartinFowler;BrianMarick(2001)."PrinciplesbehindtheAgileManifesto".AgileAlliance.RetrievedAugust7,2017. ^Dubakov,Michael(2008)."AgileTools.TheGood,theBadandtheUgly"(PDF).RetrievedAugust30,2010. ^Hron,Michal;Obwegeser,Nikolaus(January1,2022)."WhyandhowisScrumbeingadaptedinpractice:Asystematicreview".JournalofSystemsandSoftware.183:111110.doi:10.1016/j.jss.2021.111110.ISSN 0164-1212. ^Hron,M.;Obwegeser,N.(January2018)."Scruminpractice:anoverviewofScrumadaptations"(PDF).Proceedingsofthe201851stHawaiiInternationalConferenceonSystemSciences(HICSS),January3–6,2018. ^Bjørnvig,Gertrud;Coplien,Jim(June21,2008)."ScrumasOrganizationalPatterns".Gertrude&Cope. ^"ScrumPatternCommunity".ScrumPLoP.org.RetrievedJuly22,2016. ^abKniberg,Henrik;Skarin,Mattias(December21,2009)."KanbanandScrum-Makingthemostofboth"(PDF).InfoQ.RetrievedJuly22,2016. ^Ladas,Corey(October27,2007)."scrum-ban".LeanSoftwareEngineering.ArchivedfromtheoriginalonAugust23,2018.RetrievedSeptember13,2012. ^abcd"ScrumofScrums".AgileAlliance.December17,2015.ArchivedfromtheoriginalonFebruary9,2014.RetrievedDecember17,2013. ^"RiskManagement–HowtoStopRisksfromScrewingUpYourProjects!".KellyWaters. ^"ScrumofScrums".ScrumMasterTestPrep.RetrievedMay29,2015. ^Larman;scrumyear=2013."ScalingAgileDevelopment(Crosstalkjournal,November/December2013)"(PDF). ^"Large-ScaleScrum(LeSS)".2014. ^Grgic(2015)."DescalingorganisationwithLeSS(Blog)". ^Jenson,John(March8,2019)."Meetings:Theproductivitykillerfordevelopers".TandemSeven-TheExperienceInnovationCompany.RetrievedJune5,2020. ^"Notalldeveloperslikeagile,andhereare5reasonswhy".BusinessMatters.December4,2019.RetrievedJune5,2020. ^"5DysfunctionsofaDailyScrum".Scrum.org.RetrievedJuly3,2021. ^on,IsaakTsalicoglou."HowtotransitionfromAgiletomicromanagement|HackerNoon".hackernoon.com.RetrievedJune5,2020. ^Cagle,Kurt."TheEndofAgile".Forbes.RetrievedJune5,2020. ^James(MJ),Michael(March29,2021)."ThingsKenSchwaberIntentionallyOmitsFromScrum".TheSeattleScrumCompany.RetrievedJuly3,2021. ^Derecskey,Dave(July18,2018)."5CommonTeamDysfunctions(andHowthe5CoreScrumValuesDirectlyAddressThem)".Medium.RetrievedJuly3,2021. ^"DarkScrum".ronjeffries.com.RetrievedJuly3,2021. ^"TheScreamGuide".GoogleDocs.RetrievedJuly3,2021. Furtherreading[edit] Vacaniti,Daniel(February2018)."TheKanbanGuideforScrumTeams"(PDF).scrum.org.RetrievedMarch12,2018. Sutherland,Jeff;Schwaber,Ken(2013)."ScrumGuides".ScrumGuides.org.RetrievedJuly26,2017. Verheyen,Gunther(2013).Scrum-APocketGuide(ASmartTravelCompanion)ISBN 978-9087537203. Münch,Jürgen;Armbrust,Ove;Soto,Martín;Kowalczyk,Martin(2012).SoftwareProcessDefinitionandManagement.ISBN 978-3-642-24291-5. Deemer,Pete;Benefield,Gabrielle;Larman,Craig;Vodde,Bas(2009)."TheScrumPrimer".RetrievedJune1,2009. Janoff,N.S.;Rising,L.(2000)."TheScrumSoftwareDevelopmentProcessforSmallTeams"(PDF).Archivedfromtheoriginal(PDF)onNovember6,2015.RetrievedFebruary26,2015. Externallinks[edit] WikimediaCommonshasmediarelatedtoScrum(development). AgileAlliance'sScrumlibrary AScrumProcessDescriptionbytheEclipseProcessFramework(EPF)Project vteSoftwareengineeringFields Computerprogramming DevOps Requirementsengineering Sitereliabilityengineering Softwaredeployment Softwaredesign Softwaremaintenance Softwaretesting Systemsanalysis Formalmethods Concepts Datamodeling Enterprisearchitecture Functionalspecification Modelinglanguage Programmingparadigm Software Softwarearchaeology Softwarearchitecture Softwareconfigurationmanagement Softwaredevelopmentprocess/methodology Softwarequality Softwarequalityassurance Softwareverificationandvalidation Structuredanalysis EssentialAnalysis Orientations Agile Aspect-oriented Objectorientation Ontology Serviceorientation SDLC ModelsDevelopmental Agile EUP ExecutableUML Incrementalmodel Iterativemodel Prototypemodel RAD UP Scrum Spiralmodel V-Model Waterfallmodel XP Other SPICE CMMI Datamodel ERmodel Functionmodel Informationmodel Metamodeling Objectmodel Systemsmodel Viewmodel Languages IDEF UML USL SysML Relatedfields Computerscience Computerengineering Informationscience Projectmanagement Riskmanagement Systemsengineering Category Commons Authoritycontrol:Nationallibraries Israel UnitedStates Retrievedfrom"https://en.wikipedia.org/w/index.php?title=Scrum_(software_development)&oldid=1098512157" Categories:AgilesoftwaredevelopmentSoftwareprojectmanagementSoftwaredevelopmentSoftwaredevelopmentphilosophiesHiddencategories:CS1maint:archivedcopyastitleCS1errors:missingperiodicalWikipediaarticlesneedingfactualverificationfromMarch2017ArticleswithshortdescriptionShortdescriptionisdifferentfromWikidataArticleswithpeacocktermsfromJanuary2020AllarticleswithpeacocktermsWikipediaintroductioncleanupfromMay2020AllpagesneedingcleanupArticlescoveredbyWikiProjectWikifyfromMay2020AllarticlescoveredbyWikiProjectWikifyArticlesneedingadditionalreferencesfromMay2020AllarticlesneedingadditionalreferencesArticleslackingreliablereferencesfromMay2020AllarticleslackingreliablereferencesArticleswithmultiplemaintenanceissuesArticlestobemergedfromJuly2022AllarticlestobemergedUseAmericanEnglishfromMarch2021AllWikipediaarticleswritteninAmericanEnglishUsemdydatesfromFebruary2022ArticlesthatmaycontainoriginalresearchfromApril2019AllarticlesthatmaycontainoriginalresearchArticleslackingreliablereferencesfromFebruary2016AllarticleswithunsourcedstatementsArticleswithunsourcedstatementsfromJune2020ArticlesneedingadditionalreferencesfromMarch2013ArticleswithunsourcedstatementsfromSeptember2021CommonscategorylinkisonWikidataArticlespronetospamfromMay2015ArticleswithJ9UidentifiersArticleswithLCCNidentifiers Navigationmenu Personaltools NotloggedinTalkContributionsCreateaccountLogin Namespaces ArticleTalk English Views ReadEditViewhistory More Search Navigation MainpageContentsCurrenteventsRandomarticleAboutWikipediaContactusDonate Contribute HelpLearntoeditCommunityportalRecentchangesUploadfile Tools WhatlinkshereRelatedchangesUploadfileSpecialpagesPermanentlinkPageinformationCitethispageWikidataitem Print/export DownloadasPDFPrintableversion Inotherprojects WikimediaCommons Languages العربيةБългарскиCatalàČeštinaDanskDeutschEestiΕλληνικάEspañolفارسیFrançais한국어BahasaIndonesiaItalianoעבריתLietuviųMagyarNederlands日本語NorskbokmålPolskiPortuguêsRomânăРусскийShqipСрпски/srpskiSrpskohrvatski/српскохрватскиSuomiSvenskaதமிழ்ไทยTürkçeУкраїнська粵語中文 Editlinks