Scrum was developed by Sutherland and Schwaber in the early 1990s. It’s is a lightweight framework that helps people, teams and organisations generate value through adaptive solutions for complex problems.
The Scrum framework is purposefully incomplete, only defining the parts required to implement empiricism. It’s not designed to be modified or customised, but to be built on top of to help adapt it to your team’s context, their work, and their goals.
Various processes, techniques and methods can be employed within the framework. Scrum makes visible the relative efficacy of current management, environment, and work techniques, so that improvements can be made.
Scrum combines four formal events for inspection and adaptation within a containing event, the Sprint. These events work because they implement the empirical Scrum pillars of transparency, inspection, and adaptation.
Sprint Planning initiates the Sprint by laying out the work to be performed for the Sprint. This resulting
plan is created by the collaborative work of the entire Scrum Team.
The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint
Backlog as necessary, adjusting the upcoming planned work.
The purpose of the Sprint Review is to inspect the outcome of the Sprint, and the current environment, collaboratively with stakeholders and determine future adaptations.
The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness. The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done.
The Sprint is a container for all other events and is used to deliver value. They are fixed length events of one month or less to create consistency. A new Sprint starts immediately after the conclusion of the previous Sprint.
Accountable for Scrum's effectiveness. They manage Scrum and coach the Product Owner, Developers, stakeholders and the wider organisation in agile.
Accountable for delivery of value, the product goals and objectives, budget, releases, and managing the product backlog.
Accountable for working as a single, cohesive team to deliver an Increment of work every Sprint that adheres to the Definition of Done.
An emergent, ordered list of what is needed to improve the product or service of the Product Owner . It is the single source of work undertaken by the Scrum Team.
Composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how).
A concrete stepping stone toward the Product Goal. Each Increment is additive, verified, and ensures that all Increments work together. In order to provide value, the Increment must be usable.