The bottom line                                Core Scrum                                                                 ...
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Scrum checklist


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Scrum checklist

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Scrum checklist

  1. 1. The bottom line Core Scrum the unofficialIf you achieve these you can ignore therest of the checklist. Your process is fine. These are central to Scrum. Without these you probably shouldn’t call it Scrum. Scrum Checklist Delivering working, tested Retrospective happen after software every 4 weeks or less every sprint Results in concrete Henrik Kniberg Delivering what the business improvement proposals needs most Some proposals actually Recommended but not always necessary Process is continuously get implemented Most of these will usually be needed, but not always all of them. Experiment! improving Whole team + PO Team has all skills needed to PBL items are broken into participates bring backlog items to Done tasks within a sprint Clearly defined product owner PO has a product backlog Team members not locked into (PO) (PBL) Sprint tasks are estimated specific roles PO is empowered to Top items are prioritized Iterations that are doomed to Estimates for ongoing tasks prioritize by business value fail are terminated early are updated daily PO has knowledge to Top items are estimated prioritize PO has product vision that is in sync with PBL Velocity is measured PO has direct contact with Estimates written by the team team PBL and product vision is highly All items in sprint plan have visible an estimate PO has direct contact with Top items in PBL small stakeholders enough to fit in a sprint Everyone on the team PO uses velocity for participates in estimating release planning PO speaks with one voice PO understands purpose (in case PO is a team) of all backlog items PO available when team is Velocity only includes estimating items that are Done Team has a sprint backlog Have sprint planning meetings Estimate relative size (story Team has a sprint burndown points) rather than time chart Highly visible PO participates Whole team knows top 1-3 Highly visible impediments Updated daily PO brings up-to-date PBL SM has strategy for how to Updated daily fix top impediment Owned exclusively by the Whole team participates team SM focusing on removing Daily Scrum is every day, same impediments time & place Results in a sprint plan Escalated to management PO participates at least a Daily Scrum happens Whole team believes plan when team can’t solve few times per week is achievable Whole team participates Team has a Scrum Master (SM) Max 15 minutes PO satisfied with Problems & impediments priorities Each team member knows are surfaced SM sits with the team what the others are doing Timeboxed iterations Demo happens after every Iteration length 4 weeks or Scaling Positive indicators sprint less These are pretty fundamental to any Leading indicators of a Shows working, tested Scrum scaling effort. good Scrum implementation. Always end on time software You have a Chief Product Feedback received from Team not disrupted or Having fun! High energy level. Owner (if many POs) stakeholders & PO controlled by outsiders Dependent teams do Scrum of Overtime work is rare and Team usually delivers Scrums happens voluntarily Have Definition of Done (DoD) what they committed to Dependent teams integrate Discussing, criticizing, and DoD achievable within within each sprint experimenting with the process Team members sit together each iteration PO = Product owner SM = Scrum Master PBL = Product Backlog DoD = Definition of Done Team respects DoD Max 9 people per team | Version 2.1 (2009-08-17)