Agile-Scrum is a framework that helps address complex problems while delivering high value products. Scrum includes lightweight processes like sprints, daily stand-ups, and retrospectives. The Scrum team consists of a Product Owner, Development Team, and Scrum Master. The Product Owner manages the prioritized backlog. The Development Team works to complete items during a sprint. The Scrum Master coaches the team and removes impediments.

1. AGILE-SCRUM

2. A framework within which people can address
complex adaptive problems, while productively
and creatively delivering products of the highest
possible value.
SCRUM (N)
1.LIGHTWEIGHT
2.SIMPLE TO UNDESTAND
3.DIFFICULT TO MASTER

4. SCRUM THEORY
1.EMPIRICISM
2.TRANSPARENCY
3.INSPECTION
4.ADAPTION

5. SCRUM TEAM
1.THE PRODUCT OWNER
2.THE DEVELOPMENT TEAM
3.THE SCRUM MASTER

6. PRODUCT OWNER
1.CLEARLY EXPRESS PRODUCT BACKLOG ITEMS
2.ORDERING ITEMS TO ACHIEVE GOALS AND MISSION
3.ENSURE BACKLOG IS VISIBLE AND TRANSPARENT

7. DEVELOPMENT TEAM1.THEY ARE SELF ORGANISING
2.CROSS-FUNCTIONAL
3.INDIVIDUAL MEMVER MAY HAVE SPECIALISED SKLL BUT
ACCOUNTABILITY BELONGS TO THE DEVELOPMENT TEAM AS
WHOLE

8. SCRUM MASTER TO PRODUCT OWNER
1.ENSURE THAT GOALS, SCOPE AND PRODUCT DOMAIN UNDERSTOOD
BY EVERYONE.
2.HELP SCRUM TEAM UNDERSTAND
3.ENSURE THE PRODUCT OWNER KNOWS HOW TO ARRANGE ITEMS TO
MAXIMISE VALUES.
4.UNDERSTANDING AND PRACTICING AGILITY
5.FACILITATING SCRUM EVENTS AS REQUESTED OR NEEDED.

9. SCRUM MASTER TO DEV TEAM
1.COACHING THE DEVELOPMENT TEAM IN SELF-
ORGANISING AND CROSS-FUNCTIONALITY
2.HELPING DEVELOPMENT TEAM TO CREATE HIGH VALUES
3.REMOVING IMPEDIMENTS TO THE DEVELOPMENT
TEAM’S PROGRESS

10. SCRUM MASTER TO THE ORGANIZATION
1.LEADING AND COACHING THE ORGANIZATION IN ITS SCRUM
ADOPTION
2.PLANNING SCRUM IMPLEMENTATIONS WITHIN ORGANIZATION
3.CAUSING CHANGE THAT INCREASE PRODUCTIVITY OF THE
SCUM TEAM.

11. SCRUM EVENTS
1.THE SPRINT
2.SPRINT PLANNING
3.DAILY SCRUM
4.SPRINT REVIEW
5.SPRINT RETROSPECTIVE

12. THE SPRINT
1.TIME BOX
2.DURING THE SPRINT
1.NO CHANGES ARE MADE THAT WOULD ENDANGER THE SPRINT GOAL.
2.QUALITY GOALS DO NOT DECREASE
3.SCOPE MAY BE CLARIFIED AND RE-NEGOTIATED BETWEEN THE
PRODUCT OWNER AND DEVELOPMENT TEAM
3.CANCELLING THE SPRINT

13. SPRINT PLANNING
1.TOPIC ONE: WHAT CAN BE DONE THIS SPRINT?
2.TOPIC TWO: HOW WILL THE CHOSEN WORK GET
DONE?
3.SPRINT GOAL

14. DAILY SCRUM
1.WHAT DID I DO YESTERDAY THAT HELPED THE DEVELOPMENT TEAM
MEET THE SPRINT GOAL?
2.WHAT WILL I DO TO HELP THE DEVELOPMENT TEAM MEET THE GOAL?
3.DO I SEE ANY IMPEDIMENT THAT PREVENTS ME OR THE
DEVELOPMENT TEAM FROM MEETING SPRINT GOAL?

15. SPRINT REVIEW
1.THE PRODUCT OWNER EXPLAINS BACKLOG ITEMS HAVE BEEN “DONE”
AND “NOT DONE”
2.THE DEVELOPMENT TEAM DISCUSSES WHAT WENT WELL DURING THE
SPRINT, WHAT PROBLEMS IT RAN INTO, AND HOW THOSE PROBLEMS
WERE SOLVED.
3.THE ENTIRE GROUP COLLABORATES ON WHAT TO DO NEXT.
4.REVIEW OF HOW THE MARKETPLACE OR POTENTIAL USE OF PRODUCT
MIGHT HAVE CHANGED WHAT IS THE MOST VALUABLE THING TO DO NEXT.

16. SPRINT RETROSPECTIVE
1.INSPECT HOW THE LAST SPRINT WENT REGARDS WITH PEOPLE,
RELATIONSHIPS, PROCESS AND TOOLS.
2.IDENTIFY AND ORDER THE MAJOR ITEMS THAT WENT WELL AND
POTENTIAL IMPROVEMENTS
3.CREATE A PLAN FOR IMPLEMENTING IMPROVEMENTS TO THE
WAY THE SCRUM TEAM DOES ITS WORK

17. SCRUM ARTEFACTS
1.PRODUCT BACKLOG
2.SPRINT BACKLOG
3.INCREMENT

18. PRODUCT BACKLOG
1.ORDERED LIST OF FEATURES, FUNCTIONS, REQUIREMENTS,
ENHANCEMENTS AND FIXES.
2.PRODUCT OWNER IS RESPONSIBLE FOR THE PRODUCT BACKLOG
INCLUDING ITS CONTENT, AVAILABILITY AND ORDERING.
3.CONSTANTLY CHANGING WITH ATTRIBUTES SUCH AS
DESCRIPTION, ORDER, ESTIMATE AND VALUE.

19. SPRINT BACKLOG
1.SELECTED ITEMS FOR SPRINT, PLUS PLAN FOR DELIVERING THE
PRODUCT INCREMENT AND REALISING THE SPRINT GOAL.
2.IT INCLUDES AT LEAST ONE HIGH PRIORITY PROCESS
IMPROVEMENT IDENTIFIED IN LAST RETROSPECTIVE MEETING.
3.PROGRESS UNDERSTOOD BY DAILY SCRUM.
4.HIGHLY VISIBLE, REAL TIME PICTURE OF THE WORK THAT THE
DEVELOPMENT TEAM PLANS TO ACCOMPLISH DURING THE SPRINT

20. INCREMENT
1.SUM OF ALL THE PRODUCT BACKLOG ITEMS COMPLETED
DURING A SPRINT AND VALUE OF THE INCREMENTS OF ALL
PREVIOUS SPRINTS
2.AT THE END OF A SPRINT. NEW INCREMENT MUST BE “DONE”
3.THE INCREMENT IS A STEP TOWARDS A VISION OR GOAL.

21. ARTIFACT TRANSPARENCY
1.SCRUM RELIES ON TRANSPARENCY
2.THE SCRUM MASTER MUST WORK WITH PRODUCT OWNER,
DEVELOPMENT TEAM AND OTHER INVOLVED PARTIES TO
UNDERSTAND IS THE ARTIFACTS ARE COMPLETELY TRANSPARENT.
3.TRANSPARENCY DOESN’T OCCUR OVERNIGHT BUT ITS PATH.

22. DEFINITION OF “DONE”
1.WORK IS COMPLETED ON THE PRODUCT INCREMENT.
2.EACH SPRING IS TO DELIVER INCREMENTS OF POTENTIALLY RELEASABLE
FUNCTIONALITY THAT ADHERE TO THE SCRUM TEAM’S CURRENT DEFINITION OF
“DONE”.
3.AS SCRUM TEAM MATURE, IT IS EXPECTED THAT THEIR DEFINITION OF “DONE”
WILL EXPAND TO INCLUDE MORE STRINGENT CRITERIA FOR HIGHER QUALITY.

23. REFERENCE LINKS1. SCRUM GUIDE: HTTPS://WWW.SCRUMGUIDES.ORG/SCRUM-GUIDE.HTML
2. WHAT IS SCRUM? : HTTPS://WWW.SCRUM.ORG/RESOURCES/WHAT-IS-SCRUM
3. AGILE COURSE: HTTPS://WWW.COURSERA.ORG/SPECIALIZATIONS/AGILE-DEVELOPMENT