Roles, events, artifacts, and the commitments that bind them, sourced from the Scrum Guide rather than from how your last team did stand-ups. Built for the PSM I question style, which punishes folk-Scrum answers.
To deliver value iteratively and incrementally by solving complex problems while enabling teams to deliver productively and creatively.
Ken Schwaber and Jeff Sutherland, first presented at OOPSLA in 1995.
A rugby scrum, used by Hirotaka Takeuchi and Ikujiro Nonaka in their 1986 Harvard Business Review paper.
Decision-making based on observation, experimentation, and learning from experience rather than upfront defined processes.
Transparency, Inspection, and Adaptation.
Significant aspects of the process must be visible to those who perform and receive the work.
Scrum artifacts and progress toward the agreed Sprint Goal are inspected frequently and diligently.
If any aspects deviate outside acceptable limits, the process must be adjusted to minimize further deviation.
Product Owner, Scrum Master, and Developers.
A Scrum Team consists of one Product Owner, one Scrum Master, and Developers — typically 10 or fewer people total.
Maximizing the value of the product resulting from the work of the Scrum Team.
No — to be effective, one Product Owner must be assigned to one Scrum Team, though they may represent many stakeholders.
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