Details just what needs to be done for the Product Backlog Item to be considered complete. This helps teams estimate, test, and accomplish the work. The concepts of Acceptance Criteria and Definition of Done sound very similar, but they are quite distinct.
Items which represent work or value. There are 3 Artifacts in Scrum; (Product Backlog, Sprint Backlog, and Product Increment).
An ordered, prioritized list of work to be done by the Scrum Team. The Product Owner curates the Backlog.
An item that represents a piece of work to be done by the Scrum Team.
The ongoing process of adding detail, estimates, and order to items in the Backlog. Refinement usually consumes no more than 10% of the capacity of the Team. However, Backlog Items can be updated at any time by the Product Owner or at the Product Owner’s discretion.
A team with all the competencies needed to accomplish work they are given without outside help. Cross-functional teams are proven to be more flexible, creative, and productive than teams that specialize in only one of the competencies needed to get the work done.
One of the five Scrum Values. People personally commit to achieving the goals of the Scrum Team.
One of the 5 Scrum Events, this meeting lasts no more than fifteen minutes and happens every workday at the same appointed time and place. Everyone on the team attends. At this meeting, the information needed to assess progress is presented, and any impediments are noted. This information may result in re-planning of the Sprint.
Definition of Done
Definition of Ready
Information needed by the team in order to understand and complete a Product Backlog Item (PBI). Examples include the I.N.V.E.S.T. Criteria. There should be no further conversation or exploration of what is needed for the team to complete the PBI.
Also known simply as the Team, it is comprised of people who work on Sprint Backlog Items. It acts as ‘one team’ and has all the skills needed to produce a working tested increment each Sprint. The development team is:
- Small with 3 – 9 team members
The act of predicting how much effort will be needed to complete work on a Product Backlog Item. But without it Product Owners and Scrum Masters will struggle with securing a release date and showing velocity improvement. There are many methods. Most commonly occurs during Product Backlog Refinement.
Anything that slows the Team down or prevents them from completing work. The key is to identify and remove impediments as quickly and systematically as possible. The Scrum Master helps the team remove impediments and is accountable for surfacing impediments the team can’t remove on their own.
Also commonly referred to as a ‘Potentially Shippable Product Increment.’ It is the sum of all the Product Backlog Items completed during a Sprint. It is one of the three Scrum Artifacts and represents a step towards a vision, product, or goal. Each Sprint must include at least one Increment in order to be considered successful.
- I – INDEPENDENT
- N – NEGOTIABLE
- V – VALUE
- E – ESTIMABLE
- S – SMALL
- T – TESTABLE
Minimum Viable Product
A version of a product which allows a team to collect the maximum amount of validated learning about customers with the least amount of effort.
One of three Scrum Roles. Responsible for creating a compelling product vision that is executable. Other responsibilities include curating and prioritizing a Product Backlog, spending 50% of their time with customers and stakeholders, and 50% working closely with the team.
Collaboratively agree what is to be achieved by a Scrum of Scrums Team using a longer planning horizon than a single Sprint (usually 1-6 months). A Product Owner Team led event used to acquire funding, drive marketing, and align stakeholder/team expectations. A timeboxed event of no more than 4 hours for a one month period.
A specialized function in a particular situation. In Scrum there are three roles: Product Owner, Scrum Master, and Team Member. This simple structure creates clear accountability and efficient communication while removing unneeded bureaucracy.
A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. Scrum is:
- Simple to understand
- Difficult to master
There are three Artifacts in Scrum; the Product Backlog, Sprint Backlog, and Increment. Scrum’s artifacts represent work or value. Artifacts defined by Scrum are specifically designed to maximize transparency of key information so that everybody has the same understanding of the artifact.
A tool that makes visible a Scrum Team’s Sprint Backlog and progress during a Sprint. Can take many forms ranging from a digital tool to a three column board labeled ‘Do’, ‘Doing’, ‘Done’. The board is updated by the Team and shows all items that need to be completed, are in progress, or are finished in the Sprint.
One of the three roles in Scrum. A servant-leader for the team and the wider organization. Accountable for the removal of impediments and coaching the team in Scrum practices, usually by facilitating Scrum Events. Which is why they own the process in Scrum.
Consists of a Product Owner, Team Members, and a Scrum Master. They deliver products iteratively and incrementally, maximizing opportunities for feedback. They are also small (3-9 total members) in order to create clear and effective communication. Scrum Teams are:
There are five Scrum Values:
When these values are embodied and lived by the Scrum Team, the Scrum pillars of transparency, inspection, and adaptation come to life and build trust for everyone.
One of the five Scrum Events. It is a short, consistent cycle no longer than four weeks. The goal is to have an iteration short enough to keep the team focused but long enough to deliver a meaningful increment of work. All other Scrum Events take place during a Sprint. Once a Sprint is finished, the next begins.
The set of Product Backlog Items selected for the Sprint, plus a plan for delivering the Increment and realizing the Sprint Goal. It includes at least one Improvement identified at the last Sprint Retrospective. It makes visible all of the work the Team identifies as necessary to meet the Sprint Goal.
One of the five Scrum Events. Where the work to be performed in the Sprint is planned. This event is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter. The Scrum Master ensures that the event takes place and that attendants understand its purpose.
One of the five Scrum Events. An opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. This event occurs after the Sprint Review and prior to the next Sprint Planning. At most a three-hour meeting for one-month Sprints.
One of the five Scrum Events. Held at the end of the Sprint to allow customers and stakeholders to inspect the Increment, give feedback, and for the Scrum Team to adapt the Product Backlog if needed. This is at most a four-hour meeting for one-month Sprints.
Used by Scrum Teams in estimation, an abstract measure of the relative effort required to complete a given Product Backlog Item (PBI). A commonly used type of estimation uses story points and the Fibonacci sequence to quickly generate accurate estimates for PBI’s.
A fixed, maximum length of time for an activity or event. Scrum uses timeboxing for all of the Scrum events and as a tool for concretely defining open-ended or ambiguous tasks.
A measure of the amount of work a Scrum Team can accomplish during a single Sprint. An important metric in Scrum. Velocity is calculated at the end of the Sprint by totaling the Points for all fully completed Sprint Backlog Items.
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More Scrum info can be found in the Scrum Guide