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Scrum Cheat Sheet (DRAFT) by

This is a draft cheat sheet. It is a work in progress and is not finished yet.

Scrum Definition

Scrum is a framework (Ligh­twe­ight, Simple to unders­tand, and Difficult to master) to develop complex product.
Scrum is founded on empirical process control theory which has 3 pillars:
1. Transp­are­ncy - Those performing the work and those accepting the work product must share a common definition of “Done”.
2. Inspec­tion - Scrum users must frequently inspect Scrum artifacts and progress toward a Sprint Goal to detect undesi­rable variances.
3. Adapta­tion - If an inspector determines that one or more aspects of a process deviate outside acceptable limits, and that the resulting product will be unacce­ptable, the process or the material being processed must be adjusted. An adjustment must be made as soon as possible to minimize further deviation.

Scrum Events

1. Sprint Planning - The work to be performed in the Sprint is planned at the Sprint Planning. Sprint Planning is time-boxed to a maximum of 8 hours for a one-month Sprint.
2. Daily Scrum - The Daily Scrum is a 15 min time-boxed event for the Develo­pment Team to synchr­onize activities and create a plan for the next 24 hours. This is done by inspecting the work since the last Daily Scrum and foreca­sting the work that could be done before the next one.
3. Sprint Review - A Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. During the Sprint Review, the Scrum Team and stakeh­olders collab­orate about what was done in the Sprint.
4. Sprint Retros­pec­tive - The Sprint Retros­pective is an opport­unity for the Scrum Team to inspect itself and create a plan for improv­ements to be enacted during the next Sprint.

The Product Owner

The Product Owner is respon­sible for maximizing the value of the product and the work of the Develo­pment Team.
The PO is the sole person respon­sible for managing the Product Backlog. Product Backlog management includes:
- Clearly expressing Product Backlog items
- Ordering the items in the Product Backlog to best achieve goals and missions
- Ensuring that the Product Backlog is visible, transp­arent, and clear to all, and shows what the Scrum Team will work on next
- Ensuring the Develo­pment Team unders­tands items in the Product Backlog to the level needed

The Scrum Team

The Scrum Team consists of a Product Owner, the Deve­lopment Team, and a Scrum Master.
It's a self-o­rga­nizing and cross-­fun­ctional team with all compet­encies needed to accomplish the work without depending on others not part of the team.
Scrum Teams deliver products iterat­ively and increm­ent­ally, maximizing opport­unities for feedback.

The Develo­pment Team

The Develo­pment Team consists of profes­sionals who do the work of delivering a potent­ially releasable Increment of “Done” product at the end of each Sprint.
Develo­pment Teams have the following charac­ter­istics:
- They are self-o­rga­nizing. No one (not even the Scrum Master) tells the Develo­pment Team how to turn Product Backlog into Increments of potent­ially releasable functi­onality
- Develo­pment Teams are cross-­fun­cti­onal, with all of the skills as a team necessary to create a product Increment;
- Scrum recognizes no titles for Develo­pment Team members other than Developer, regardless of the work being performed by the person
- Scrum recognizes no sub-teams in the Develo­pment Team, regardless of particular domains that need to be addressed like testing or business analysis
- Individual Develo­pment Team members may have specia­lized skills and areas of focus, but accoun­tab­ility belongs to the Develo­pment Team as a whole

The Scrum Master

The Scrum Master is respon­sible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules.
The SM is a servan­t-l­eader for the Scrum Team.
Scrum Master Service to the Product Owner
- Finding techniques for effective Product Backlog management
- Helping the Scrum Team understand the need for clear and concise Product Backlog items
- Unders­tanding product planning in an empirical enviro­nment
- Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value
- Unders­tanding and practicing agility
- Facili­tating Scrum events as requested or needed
Scrum Master Service to the Develo­pment Team
- Coaching the Develo­pment Team in self-o­rga­niz­ation and cross-­fun­cti­onality
- Helping the Develo­pment Team to create high-value products
- Removing impedi­ments to the Develo­pment Team’s progress
- Facili­tating Scrum events as requested or needed
- Coaching the Develo­pment Team in organi­zat­ional enviro­nments in which Scrum is not yet fully adopted and understood

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