This document provides an overview of Scrum fundamentals including its values, principles, pillars, ceremonies, artifacts, and processes. It also introduces Large Scale Scrum (LeSS), which applies Scrum principles across larger organizations. The key Scrum ceremonies are Sprint Planning, Daily Standup, Sprint Review, and Sprint Retrospective. The main Scrum artifacts are the Product Backlog, Sprint Backlog, and shippable product increment. LeSS utilizes similar ceremonies but includes representatives from multiple teams to coordinate work across the entire system.

1. Scrum-damentals

2. © IBM Corporation 2

3. © IBM Corporation 3
Agile Values
While there is value in the right column, the items on
the left matter MORE
People over Processes
Working
product
over
Comprehensive
documentation
Customer
Collaboration
over
Contract
negotiation
Responding
to change
over
Following a
plan
AgileManifesto.org

4. © IBM Corporation 4
Agile Principles
Our highest priority is to satisfy the customer through early and continuous delivery
Welcome changing requirements, even late in development. Agile processes harness change
for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with
a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they
need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should
be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its
behavior accordingly.
AgileManifesto.org

5. © IBM Corporation 5
Scrum Pillars
AgileManifesto.org
Transparency
• Present artifacts / status “as-is”
• Good or bad
• To ALL stakeholders
• Creates trust
Inspection
• ALL review and agree
• Applies to ALL aspects (process, framework, offering, artifact, etc)
• Also means we DISCUSS changes mid-stream. Not
automatically accept / reject change requests
Adaption
• Updates AFTER inspection / feedback
• Applies to ALL aspects (process, framework, offering, artifact, etc)
• Continuous improvement
• Always be better

6. © IBM Corporation 6
Empirical Process Control
Transpare
ncy
Inspection
Adaption
Empirical
Process Control
- Continually inspect &
adapt
- NOT following “best
practices” that ignore
context, avoid ”going
through the motions”
- Create sense of
engagement & ownership
AgileManifesto.org

7. © IBM Corporation 7
Scrum values
Scrum
Courage
Focus
CommitmentRespect
Openness
• Focus – deep and
narrow > broad &
shallow creates
better work faster
• Courage –
working as a team
we feel more
supported, courage
to take on bigger
challenges
• Openness – talk
honestly
• Commitment –
make a plan and
stick to it
• Respect
AgileManifesto.org

8. © IBM Corporation 8
Scrum Team
Type equation here.
Product
Owner
Scrum
Master Development
Team
• Single person, not
group
• Voice of the customer -
accountable to
stakeholders
• Budgeting, dates
• Clearly define backlog
items & ordering
highest priority on top
• Ensure backlog is
visible to ALL
• Accept / reject
deliverables
• Deliver the goods
• Produce a usable increment EACH
and EVERY sprint
• Provide estimates
• Self organized (assign own work),
cross-functional, empowered to
manage their own work
• Assist Product Owner with Backlog
• No titles or sub teams
• Team should only change between
sprints
• Accountable as a whole team
• Maintain balance
between team
Coach EVERYONE to
follow the Scrum rules
• Set & lead meetings
• Change agent
• Non authority, leads
through influence
• Helps PO with backlog
management
• Remove impediments
• Shield team from
external influence

9. © IBM Corporation 9
Scrum Team
Type equation here.
Wait Staff
(Product Owner)
Restaurant
Manager (Scrum
Master)
Kitchen
(Development
Team)
Customer
Sends order to kitchen

10. © IBM Corporation 10
Scrum Artifacts
Sprint
Planning
Sprint
Review
Sprint
Retro
Integrate / Test
Daily
Standup
Design /
Code
Shippable
Product
Product
Backlog
Sprint
Backlog
Sprint Backlog
Refinement
Product Backlog Sprint Backlog
• Product Owner responsible
• Ordered list of everything that might be needed
• Dynamic, constantly changes to identify
requirements
• Requirements never stop changing, so PB is a
living artifact
• Backlog Refinement is ongoing between the PO
and Development Team
• adding detail, estimates, ordering, definition of
done
• Review / revise items
• Development Team is responsible
• Plan for delivering, set of backlog items selected
for sprint
• Just enough detail so dev team knows what to do
• Highly visible, real-time
• Forecast to PO and stakeholders
• Modified throughout sprint
• “How” can be changed by Development team
• “What” need to be a conversation with the
Scrum team

11. © IBM Corporation 11
Scrum Artifacts
Type equation here.
Wait Staff
(Product Owner)
Restaurant
Manager (Scrum
Master)
Kitchen
(Development
Team)
Customer
Sends order to kitchen
Menu
(Product
Backlog)
Order
(Sprint
Backlog)

12. © IBM Corporation 12
Scrum Ceremonies
Sprint
Planning
Sprint
Review
Sprint
Retro
Integrate / Test
Daily
Standup
Design /
Code
Sprint Sprint
Planning
Daily Standup Sprint
Review
Sprint Retro
Time-box 1 month 2 hours 15 minutes 2 hours 1 hour
What is
it?
• Kind of like a 1
month project
• Once started, no
changes that
affect the goal
• Quality goals to
no decrease
during, scope
may be clarified
/ re-negotiated
• Plan work to
be performed
during sprint
w/ input from
Scrum team
• How the work
will get done
• Who is doing
the work (self
organize)
• Dev team mainly, PO
attends for questions /
clarity
• Sync activities
• What did I do yesterday /
what will I do today /
what’s blocking me?
• Update Sprint Backlog
• Inspect progress
• improve comms &
eliminate other meetings
• Scrum team
AND key
stakeholders
• Explain
what’s
done/not
• Inspect
“done”
• Dev team
fields
questions
• Scrum team
reviews last sprint
(people,
relationship,
process, tools, etc)
• Identify what went
well/didn’t/ways to
improve
• Create plan for
improvements
during next sprint
Shippable
Product
Product
Backlog
Sprint
Backlog
Backlog
Refinement
Sprint

13. © IBM Corporation 13
Scrum Ceremonies
Type equation here.
Wait Staff
(Product Owner)
Restaurant
Manager (Scrum
Master)
Kitchen
(Development
Team)
Customer
PlacesOrder
Menu
(Product
Backlog)
Order
(Sprint
Backlog)
Order
(Sprint
Planning)
How IS
everything
(Sprint Review)
How WAS
everything
(Sprint Retro)

14. © IBM Corporation 14
Scrum Process
Artifacts Team Ceremonies
• Product Backlog
• Sprint Backlog
• Product Owner
• Scrum Master
• Development Team
• Sprint Planning
• Sprint Review
• Sprint Retrospective
(Retro)
• Daily standup

15. LeSS is more

16. © IBM Corporation 16
LeSS?
- Stands for Large Scale Scrum
- Apply Scrum principles in larger scale, in our case across CTE OM
- Customer-centric – learn and solve customer problems as a group
- System thinking
- see, understand, and optimize the whole system (NOT parts)
- Customers care about overall cycle time, not steps
- Creates one CTE vision
- One product owner for CTE (Sree)
- One backlog
- One place to see everything WE are working on
- One “show & tell” for consumers
- Can find more at https://less.works/
We want…. We DO NOT want
• More responsible & customer-focused teams
• More Team ownership of process
• More meaningful work
• More roles
• More artifacts
• More process

17. © IBM Corporation 17
LeSS Ceremonies
Sprint
Planning 1
Sprint
Planning 2
Sprint
Review
Team Retro
Overall
Retro
Integrate / Test
Daily
Standup
Design /
Code
Sprint Sprint
Planning 1
Sprint
Planning 2
Daily
Standup
Sprint
Review
Team Retro Overall Retro
1 month 2 hours 2 hours 15
minutes
2 hours 1 hour 1 hour
• Same as
traditional
Scrum
• Scrum team
AND 1-2 reps
for each other
team
• Selection of
ready items
• All Teams
together decide
items for Sprint
• Scrum team
decides how
the work will
get done
• Who is doing
the work (self
organize)
• Same as
traditional
Scrum
• Same as
traditional
Scrum
• Same as
traditional
Scrum
• Similar to retro, but
focus is on
complete system
• Includes Scrum
team and 1-2 reps
for each other team
Shippable
Product
Product
Backlog
Sprint
Backlog
Backlog
Refinement
Sprint