Purpose of the Scrum Guide PDF
The Scrum Guide contains the definition of Scrum. Each element of the framework serves a specific purpose that is essential to the overall value and results realized with Scrum. Changing the core design or ideas of Scrum, leaving out elements, or not following the rules of Scrum, covers up problems and limits the benefits of Scrum, potentially even rendering it useless.
We follow the growing use of Scrum within an ever-growing complex world. We are humbled to see Scrum being adopted in many domains holding essentially complex work, beyond software product development where Scrum has its roots.
As Scrum’s use spreads, developers, researchers, analysts, scientists, and other specialists do the work. We use the word “developers” in Scrum not to exclude, but to simplify. If you get value from Scrum, consider yourself included. As Scrum is being used, patterns, processes, and insights that fit the Scrum framework as described in this document may be found, applied, and devised.
Their description is beyond the purpose of the Scrum Guide because they are context-sensitive and differ widely between Scrum uses. Such tactics for use within the Scrum framework vary widely and are described elsewhere.
Scrum is a lightweight framework that helps people, teams, and organizations generate value through adaptive solutions for complex problems.
In a nutshell, Scrum requires a Scrum Master to foster an environment where:
- A Product Owner orders the work for a complex problem into a Product Backlog.
- The Scrum Team turns a selection of the work into an Increment of value during a Sprint.
- The Scrum Team and its stakeholders inspect the results and adjust for the next Sprint.
Scrum is simple. Try it as is and determine if its philosophy, theory, and structure help to achieve goals and create value. The Scrum framework is purposefully incomplete, only defining the parts required to implement Scrum theory. Scrum is built upon the collective intelligence of the people using it. Rather than provide people with detailed instructions, the rules of Scrum guide their relationships and interactions.
Various processes, techniques, and methods can be employed within the framework. Scrum wraps around existing practices or renders them unnecessary. Scrum makes visible the relative efficacy of current management, environment, and work techniques so that improvements can be made.
Scrum is founded on empiricism and lean thinking. Empiricism asserts that knowledge comes from experience and making decisions based on what is observed. Lean thinking reduces waste and focuses on the essentials.
Scrum employs an iterative, incremental approach to optimize predictability and control risk. Scrum engages groups of people who collectively have all the skills and expertise to do the work and share or acquire such skills as needed.
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.
Successful use of Scrum depends on people becoming more proficient in living five values: Commitment, Focus, Openness, Respect, and Courage
The Scrum Team commits to achieving its goals and to supporting each other. Their primary focus is on the work of Sprint to make the best possible progress toward these goals. The Scrum Team and its stakeholders are open about the work and the challenges. Scrum Team members respect each other to be capable, independent people, and are respected as such by the people with whom they work. The Scrum Team members have the courage to do the right thing, and to work on tough problems.
These values give direction to the Scrum Team with regard to their work, actions, and behavior. The decisions that are made, the steps taken, and the way Scrum is used should reinforce these values, not diminish or undermine them.
The Scrum Team members learn and explore the values as they work with the Scrum events and artifacts. When these values are embodied by the Scrum Team and the people they work with, the empirical Scrum pillars of transparency, inspection, and adaptation come to life building trust.
The fundamental unit of Scrum is a small team of people, a Scrum Team. The Scrum Team consists of one Scrum Master, one Product Owner, and Developers. Within a Scrum Team, there are no sub-teams or hierarchies. It is a cohesive unit of professionals focused on one objective at a time, the Product Goal.
Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value for each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how.
The Scrum Team is small enough to remain nimble and large enough to complete significant work within a Sprint, typically 10 or fewer people. In general, we have found that smaller teams communicate better and are more productive. If Scrum Teams become too large, they should consider reorganizing into multiple cohesive Scrum Teams, each focused on the same product. Therefore, they should share the same Product Goal, Product Backlog, and Product Owner.
The Scrum Team is responsible for all product-related activities from stakeholder collaboration, verification, maintenance, operation, experimentation, research and development, and anything else that might be required. They are structured and empowered by the organization to manage their own work. Working in Sprints at a sustainable pace improves the Scrum Team’s focus and consistency.
The entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint. Scrum defines three specific accountabilities within the Scrum Team: the Developers, the Product Owner, and the Scrum Master.
The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.
The Scrum Master is accountable for the Scrum Team’s effectiveness. They do this by enabling the Scrum Team to improve its practices, within the Scrum framework.
Scrum Masters are true leaders who serve the Scrum Team and the larger organization.
The Scrum Master serves the Scrum Team in several ways, including:
- Coaching the team members in self-management and cross-functionality;
- Helping the Scrum Team focus on creating high-value Increments that meet the Definition of Done;
- Causing the removal of impediments to the Scrum Team’s progress; and,
- Ensuring that all Scrum events take place and are positive, productive, and kept within the timebox.
The Scrum Master serves the Product Owner in several ways, including:
- Helping find techniques for effective Product Goal definition and Product Backlog management;
- Helping the Scrum Team understand the need for clear and concise Product Backlog items;
- Helping establish empirical product planning for a complex environment;
- Facilitating stakeholder collaboration as requested or needed
The Scrum Master serves the organization in several ways, including:
- Leading, training, and coaching the organization in its Scrum adoption;
- Planning and advising Scrum implementations within the organization;
- Helping employees and stakeholders understand and enact an empirical approach for complex work;
- Removing barriers between stakeholders and Scrum Teams.
The Sprint is a container for all other events. Each event in Scrum is a formal opportunity to inspect and adapt Scrum artifacts. These events are specifically designed to enable the transparency required. Failure to operate any events as prescribed results in lost opportunities to inspect and adapt.
Events are used in Scrum to create regularity and to minimize the need for meetings not defined in Scrum. Optimally, all events are held at the same time and place to reduce complexity.
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