scrum-guiffffffffffffffde-cheat-sheeggggt.pdf

Scrum

1. Scrum Guide - Cheatsheet / Scrum Exams
Disclaimer
This document is based on the Scrum Guide 2020 but it is not intended to be used to skip the reading of the scrum guide. Please go to
https://www.scrumguides.org/ and read the original scrum guide carefully.
This document just has keywords to remember concepts of the scrum guide but it is not covering all the concepts and rules of the scrum guide.
This material is licensed under Creative Commons Attribution 3.0 License, except that the reference to the author and all links included here must be referenced (Ignacio Paz).
Contents
Disclaimer 1
Contents 1
Recommended courses 1
Scrum Guide Cheat Sheet 2
Scrum Guide Cheatsheet drawings 7
Main differences between Scrum Guide 2017 and Scrum Guide 2020 16
Recommended courses
The following courses are recommended to review the topics and practice realistic questions that mimic the certification exams:
Agile & Scrum in
Depth : Guide,
Simulation and Best
Practices
PSM1 Professional
Scrum Master
certification Practice
Tests
PSM2 Professional
Scrum Master II
certification Practice
Tests
PSPO1 Professional
Product Owner I
certification Practice
Tests
CSaSP Certified
Scrum@Scale
Practitioner Practice
Tests
SPS Scaled Professional
Scrum Certification
Practice Tests
1

2. PSK I Professional
Scrum with Kanban
Certification Practice
Tests
PAL I Professional Agile
Leadership Certification
Practice Tests
PSPO II Professional
Product Owner II
Certification Practice
Tests
PA
L-EBM Professional
Agile Leadership
Evidence-Based
Management
Certification Practice
PS
D Professional Scrum
Developer certification
Practice Test
PS
U Professional Scrum
with User Experience
Practice Tests
Scrum Guide Cheat Sheet
Scrum: Framework, not methodology. From Complex adaptive problems -> people, teams and organizations -> Deliver Adaptive Products of the highest value.
●Empirical process control: Knowledge comes from experience - Scrum Pillars: Transparency, Inspection, Adaptation.
●Lean Thinking: reduce waste and focuses on the essentials.
●5 Values: Commitment, Courage, Focus, Openness, Respect.
●Scrum Pillars + Scrum Values => Trust.
●Scrum contains no tools, no methods, no practices.
AccountabilitiesScrum Team (ST): PO+DT+SM Product Owner (PO) Developers (DT) Scrum Master (SM)
Main Goal /
Accountability
Deliver valuable and usable increment
every sprint
Maximize Value of the Product
obtained from DT’s work.
Build the usable increment. Promote Scrum as it is in the
Scrum guide.
Size Typically 10 or fewer 1 per Product.
Can work as Dev too
1 per Scrum Team.
Can work as Dev too
Also
accountable for
All product-related activities.
Creating a valuable, useful Increment
every Sprint.
Product Backlog Management Create Sprint Backlog
Commit to Sprint Goal
Quality and adhere to DoD
Adapt their plan every day
Holding each other
Scrum Team’s effectiveness
Owns Increment PB SB Scrum adoption in ST and Org
Multiple Teams
working on a
Product
Integrate increments often. Coordinate,
minimize dependencies.
In Nexus: 3-9 STs
1 PO for all Scrum Teams Frequently integrate Up to 1 per ST or shared by many
STs
ResponsibilitiesImprove every sprint. Manages the PB. Decides how Estimate. Ensures time-boxes.
2

3. Optimize flexibility, creativity, and
productivity.
Receive feedback.
Work iteratively and incrementally.
Definition of “Done” (DoD)
●ST defines DoD
●DoD must follow organizational
standards/
●Multiple teams have one DoD
●Includes testing
to manage it.
Determine the Value of PBIs.
Order PBIs.
Clarify PBIs.
Make PB visible, transparent,
and clear.
Progress of product goals.
Interacts with Stakeholders.
Maximizes value of work of DT.
Meet in Daily Scrum.
Decide how to build.
Manage/Monitor progress of
Sprint.
Membership changes should short
term reduction in productivity.
Decides how to organize new
teams and team members.
Solve internal conflicts.
Teaches to keep events within
time-boxes.
Facilitates Scrum Events as
needed or requested.
Teach outsiders how to interact
with the Scrum Team.
Brings Artifacts Transparency
Serves PO: goals, PB management,
clear PBIs, empirical, maximize
value.
Serves ST: Self-managing, cross-
functionality, protect, empowers,
high-value products, remove
impediments, adopt scrum.
Serves Organization: Scrum
adoption/implementation, avoid
vocabulary change, ST productivity,
work with other SMs.
Characteristics /
Skills
Self-managing.
Cross-functional.
Mixed skills, No dependencies.
Creative and productive.
No sub-teams, no titles, No
hierarchies.
Not a committee.
Represents stakeholders.
Accountability as a team.
Self-organizing.
Cross-functional, multi-skills.
Work on all layers.
No titles.
No sub-teams.
Servant-leader.
Coach, Facilitator, mentor.
Considered a Management role.
Role of the
Organization or
management
The Organization or management
support and respect the roles and
empower them to decide who does
what, when, and how.
Respects PO decisions.
Supports PO with insights into
high value.
Empowers the DT. Support SM.
EVENTS Sprint Sprint Planning Daily Scrum Sprint Review Sprint
Retrospective
Goal Build one or many PI. Plan why, what, and how
to build in the sprint.
Inspect and adapt the work
of the sprint.
Inspect Increment and
adapt PB.
Inspect ST and
create a plan for
improvements for
the next Sprint.
Max Time-box 1 month. 8 hours. 15 min. 4 hours. 3 hours.
Participants PO, DT, SM PO, DT, SM, (invitees).DT PO, DT, SM, StakeholdersPO, DT, SM
Optional attendees Experts invited by ST (onlySM to facilitate, keep time-
3

4. for advice). box, avoid other attendees
to participate/disrupt
inputs Last increment. PB, PI, Capacity, Past
Performance, DoD.
SB, Spring Goal PB, PI Current Sprint
Required Outputs Increment. Sprint Goal, SB. Revised SB Revised PB Improvement(s)
Characteristics Constant Length.
Length cannot be changed
once started.
No changes that endanger
sprint goal.
Quality goals do not
decrease.
Scope may be clarified and
re-negotiated.
No special sprints.
Sprint cancellation:
Only by PO.
When Sprint goal
becomes obsolete.
Done items typically
accepted.
Not done items re-
estimated and added to
PB.
ST regroups in a Panning.
Length: Short enough for
PO’s risks and DT’s work
Topic 1: Why
Set Sprint Goal.
Topic 2: What can be
done.
ST adds PBIs to Sprint
Backlog
Topic 3: How will be
done.
DT Decompose PBIs for
first days of Sprint. PO
clarifies PBIs.
DT can explain to SM and
PO how they will deliver.
Sprint goal provides
guidance to DT.
DT decides structure.
Optional format:
Yesterday, Today,
Impediments.
Eliminates the need for
other meetings.
Actions for the day to meet
the sprint goal.
Work plan for 24hs.
ST present results.
Receive feedback.
Ideas, changes in market
place and potential uses
What to do next.
Review: people,
relationships,
process, tools.
Detect What went
well and
opportunities.
Plan for
Improvements.
Review DoD.
ARTIFACTS
(Transparents)
Product Backlog (PB) Sprint Backlog (SB) Product Increment (PI)
Description List of Product Backlog items (PBIs) known that
are needed for the product.
Sprint Goal + Set of PBIs selected
for the Sprint + Plan for delivering.
Why + what + how.
PBIs completed in sprint + value of
previous increments.
Multiple Scrum TeamsOne PB per Product One SB per DT At least one Integrated Increment by
4

5. Sprint Review.
Commitment Project Goal: One at a time.
Progress Towards Product Goals: Remaining
work to reach a goal can be summed from PB
and monitored.
Spring Goal: single objective.
Progress Towards Sprint Goal:
Remaining work of sprint can be
summed from SB and monitored.
Definition of Done (DoD): ST
understands what done means. Defined
by ST.
DoD is a standard of the Organization ->
ST must follow at a minimum.
Many STs working on the same Product
=> one DoD defined mutually by all STs
Characteristics Maintained by PO. Belongs to PO
Single source of requirements.
Never complete. Dynamic.
PBIs have description, Value, estimate, order.
Optional: Tests to validate when they are done.
Higher ordered PBIs are clearer.
PB Refinement:
Ongoing process DT+PO. As needed. SG2017
“suggests” < 10% capacity DT
Add detail, estimates, and order PBIs.
Make PBIs ready for SB.
PBI size: can be done within 1 sprint.
Maintained by DT. Belongs to DT.
Forecast by DT of what may be in
the increment.
May include 1+ improvement from
Retrospective.
Details and new work emerge
during the Sprint.
Progress managed by DT.
Potentially releasable. Usable.
PO decides whether to release it.
Can be released before Sprint Review.
Only DT can build it.
Meets DoD.
A step towards the Product Goal.
One or more increments/releases per
Sprint.
A PBI meets DoD -> new Increment
Additional concepts
1.Technical debt: Technical debt is incurred by quick and dirty solutions that will need some rework in the future. This might artificially increase velocity in the
short term but it will make changes and maintenance harder in the future.
2.Changes vs performance: Changing the members of the Scrum Team is allowed as needed but a short term reduction in performance or velocity might be
considered. Adding or removing members will require coordination, onboarding and therefore, productivity will drop.
3.No special Sprints: There is no such thing as hardening sprint, special sprint, or Sprint 0. The rules of a sprint apply to all sprints from the very first one.
4.Scaling Teams vs performance: Adding a new Scrum Team to work on the same product will cause a drop in productivity or velocity for the original team
because they need to coordinate with the new Scrum Team and integrate the increment.
5.Scrum Team or Developers Organization: When changing the membership or adding a new Scrum Team to work on the same product, the Scrum Team
decides how to re-organize the team members.
6.Integrated Increment: Multiple teams must produce one integrated increment at the end of the Sprint.
7.Scaling vs Sprint lengths: Multiple Scrum Teams working on the same product are neither required to have the same Sprint lengths nor the same Sprint
start or end dates. The only requirement is that they must integrate the increment by the Sprint Review.
8.Start the first Sprint: To get started in terms of what to Develop, Scrum requires no more than a Product Owner with enough ideas for a first Sprint, a
Developers to implement those ideas, and a Scrum Master to help guide the process.
5

6. Scrum Guide Cheatsheet drawings
6

7. 7

8. 8

9. 9

10. 10

11. 11

12. 12

13. 13

14. 14

15. Main differences between Scrum Guide 2017 and Scrum Guide 2020
Take a look at the document here: Scrum Guide 2020 vs Scrum Guide 2017.
15