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CONTENTS INCLUDE:
n
About Scrum

Scrum
n
Scrum Roles
n
Scrum Meetings
n
Scrum Artifacts
n
Scaling
n
Related Practices and more...
By Michael James
constraints and transform themselves.
About Scrum
Scrum is a framework, not a defined process or methodology.
Scrum provides a simple structure of roles, meetings, rules,
Scrum is a simple management framework for incremental
and artifacts1. Scrum teams are responsible for creating and
product development using one or more cross-functional, self-
adapting their processes within this framework. Scrum’s
organizing teams of about seven people each.
management practices are similar to those of eXtreme
Scrum teams use fixed length iterations, called Sprints, typically Programming (XP), but, unlike XP, Scrum does not prescribe
two weeks or 30 days long. They attempt to build a potentially specific engineering practices.
shippable (properly tested) product increment every iteration.
An Alternative to Waterfall Scrum Roles
Scrum’s incremental, iterative approach trades the traditional
phases of “waterfall” development for the ability to develop a Product Owner
subset of high-business value features first, incorporating user The Product Owner is the single individual responsible for
feedback sooner. return on investment (ROI) of the product development
Requirements
Analysis
effort. The Product Owner owns the product vision, constantly
re-prioritizes the Product Backlog, and revises release plan
Design
expectations. The Product Owner is the final arbiter of
Code requirements questions, including which items are considered
Integration
“done” at the Sprint Review Meeting.

Test
Scrum Development Team
www.dzone.com

The Team is a self-organizing/-managing group of about seven

Deploy (give or take two) individuals. While the Team may contain
Figure 1: Traditional “waterfall” development assumes perfect understanding of specialists, collectively it is cross-functional, containing the
requirements at outset.
range of skills (including testing) which were traditionally
found in different departments. The Team is given autonomy
regarding how to achieve the commitments they’re held
Project Project responsible for between the Sprint Planning and Sprint Review
Start End meetings.
Iteration 1 Iteration 2 Iteration 3 Iteration 4

Implementation & Developer Testing

A Scrum Development Team is most likely to succeed when
members are co-located in a team room.
Design &
QA / Acceptance
Analysis
Testing
Iteration
Detail
(Deployment)

Detailed
Requirements
Evaluation /
Prioritization
Figure 2: Scrum blends all development activities into every iteration, adapting to
discovered realities at fixed intervals.

Scrum has been used for a variety of products, but has initially
been most popular for software products using object-oriented
technologies. It is particularly suited to high risk endeavors
where traditional efficiency concerns are secondary to the
ability to deliver the right product, or any product, by the
required date. Danube Technologies, Inc.
A Disruptive Framework to Transform Organizations www.danube.com
+1.503.248.0800
Scrum

The reality checks forced by the short feedback loops are

intended to expose dysfunction at the individual, team, and
organizational level. Rather than modify Scrum to mask these
dysfunctions, organizations are encouraged to challenge these

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ScrumMaster
The ScrumMaster facilitates the Scrum process, keeps the
Scrum artifacts visible, facilitates Team self-organization
(keeping it in the “zone”), helps resolve impediments (at the
team level and organizational level), shields the team from
interference, and advocates improved engineering practices2.
The ScrumMaster does these things (and more) without any
authority on the Team. The ScrumMaster does not make
business decisions or technical decisions, does not commit to
work on behalf of the Team, etc.
Scrum Meetings
All Scrum Meetings are facilitated by the ScrumMaster, though
he has no decision-making authority at these meetings.
Sprint Planning
Meeting
Backlog
Daily Scrum Refinement
Meeting
Sprint Review
Meeting
Sprint
Retrospective
Meeting
Figure 3: Scrum Meetings
Sprint Planning Meeting
Part 1: At the beginning of each iteration, the Product Owner
and Team negotiate which Product Backlog Items the Team
will attempt this Sprint. The Product Owner is responsible for
declaring which items are the most important to the business,
and the Team is responsible for committing to the amount of
work they feel they can accomplish without accruing technical
debt.
Part 2: The Team decomposes the selected Product Backlog
Items into an initial list of Sprint Tasks and makes a final
commitment to do the work. The Product Owner’s full
attendance is often not necessary during Part 2. The maximum
time for planning a 30-day Sprint is 8 hours.
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2
Scrum
Daily Scrum
Every day, at the same time and place, the Scrum Development
Team members spend 15 minutes reporting to each other.
Each team member reports to the rest of the team what he did
the previous day, what he will do today, and what impediments
he has.
The team will typically examine the current Sprint Task list,
Sprint Burndown Chart, and impediments list.
The Product Owner’s attendance is often not necessary at the
Daily Scrum and may actually impede team self-organization.
Topics that require additional discussion may be handled as
optional sidebars after every team member has reported. It’s a
common practice to stand at this meeting to create a sense of
urgency, so it’s sometimes called the “standup meeting.”
Reporting to an entire team, rather than to a boss, is one of
the new habits Scrum team members learn.
Sprint Review Meeting
At the end of each Sprint execution, the Team demonstrates
the actual working product increment they built to the Product
Owner and other stakeholders. The Product Owner declares
which committed items will be considered “done” according
to the previously negotiated agreement. Incomplete items
are returned to the Product Backlog as candidates for future
Sprints. Feedback from stakeholders is converted to new
Product Backlog Items.
The Sprint Review Meeting is an opportunity to inspect and
adapt the product as it emerges and iteratively refine the
understanding of the requirements. New products, particularly
software products, are hard to visualize in a vacuum. Many
customers need to be able to react to a piece of functioning
software to discover what they actually want.
Sprint Retrospective
At the end of every Sprint, the team meets to reflect on its own
process. They inspect their own behavior and take action to
adapt it for future Sprints. This meeting provides an inspect-
and-adapt mechanism for the team’s process.
Techniques ScrumMasters can use to facilitate retrospectives3
include silent writing, timelines, satisfaction histograms, and
many others. Common topics include: “What went well?”;
“What could be improved?”; “What did we learn?”; “What still
puzzles us?”; “What actions will we take?”
As with the Daily Scrum, the team may choose to invite the
Product Owner. Candid communication will help the team
gain common understanding of multiple perspectives and
come up with actions that will take the team to the next level.
Backlog Refinement Meeting
The team estimates the effort of items in the Product Backlog
so the Product Owner can prioritize them before the next
Sprint Planning Meeting. Large, vague items are split and
clarified. New stories might be written by a subset of the team,
in conjunction with the Product Owner and other stakeholders,
before involving the entire team in estimation.
This meeting lacks an official name, thus may also be called
“Backlog Maintenance,” “Backlog Grooming,” “Backlog
Estimation Meeting,” etc.
| www.dzone.com
 3
Scrum

Scrum Artifacts Cut/

paste
plain Cut/
text paste
rich text
High Priority Product Backlog Item
Cut/paste rich
text and graphics
Product Backlog Item
database
schema
Product Increment
Product Backlog Item selected during
Sprint Planning
Product Backlog Item Meeting Figure 6: Large PBIs (often called “epics”) split into thin vertical feature
slices (“stories”), not horizontal implementation phases, when they rise
Product Backlog Item toward the top of the Product Backlog.

Product Backlog Item

Product Backlog Item

Product Backlog Item

Product Backlog Item

----------------------- Release Backlog
Product Backlog Item

Product Backlog Item

Low Priority
Product Backlog Item

Product Backlog Item

Figure 4: Product Backlog

Product Backlog
• Force-ranked list of desired functionality
• Visible to all stakeholders
• Any stakeholder (including team) can add items
• Constantly re-prioritized by Product Owner
• Items at top are more granular than items at bottom
• Maintained during Backlog Refinement Meeting
Product Backlog Item (PBI)
• Specifies the WHAT, not the HOW, of a customer-
centric feature.
• Often written in “User Story” form
• Has acceptance criteria (and/or product-wide
definition of “done”) to prevent technical debt
Figure 7: The Sprint Backlog is often represented on an “information
radiator” such as a physical task board.
Sprint Backlog
• Committed PBIs negotiated between Team and
Product Owner during Sprint Planning Meeting
• Scope Commitment is fixed during Sprint Execution
• Initial tasks created by Team during Sprint Planning
Meeting, and expected to change during Sprint
Execution
• Visible to Team (primarily)
• Referenced during Daily Scrum Meeting
PBIs Tasks / Status

• Effort is estimated by Team, ideally in relative units Not Started 7 Tasks Impeded 0 Tasks In Progress 9 Tasks Done 57 Tasks

(e.g. story points)

Add SVN revision numbe...
Estimate: 2
Do It
Done
Hrs: 0 Zoltan Szugyi

• Business value is estimated by Product Owner

+ Task

Web Client log in with...

Fix It
Estimate: 1 Done
Hrs: 0 Kevin Hobbs
+ Task

Add new SWP fields to ... Add customer number, e...

Done when:
- customer number Hrs: 0 Eric Barendt
- indicate SW edition
- form fields which generate the file Update license generators
Estimate: 2

Product Backlog Item Done

+ Task
Hrs: 0 Eric Barendt
Nice error messages
Hrs: 0 Eric Barendt
Inform user when SWBas...
Hrs: 0 Eric Barendt

Sprint Task Add support "link" to ...

to hardcoded page with customer
number in the url
Do It
Hrs: 0 Victor Szalvay
Estimate: 1 Done

Sprint Task + Task

Do It
Hrs: 0 Eric Barendt

Display # of Licensed ...

Sprint Task Swing client 'About' page

Estimate: 2 Done
Do It
Hrs: 0 Kevin Hobbs

+ Task

Sprint Task Downgrade from SW Pro ...

and re-upgrade from a previous
Test throughly Installer should downg...
Pro upgrade. Hrs: 0 Kelly Louie Hrs: 0 Eric Barendt
Estimate: 6

Sprint Task Done

+ Task
Did we remove columns ...
Hrs: 0 Eric Barendt

Figure 8: The Sprint Backlog may also be represented electronically in a

Figure 5: Each PBI represents a customer-centric feature, usually requiring collaboration tool such as ScrumWorks® Pro. This tool’s electronic task
several tasks to achieve definition of done. board mimics the cards of a physical task board.

DZone, Inc. | www.dzone.com

 4
Scrum

Sprint Task
• Specifies “how” to achieve the PBIs’ “what”
• About one day or less of work
• Remainig effort re-estimated daily, typically in hours
• Task point person volunteers to see that it gets done,
but commitment is owned by entire team and
collaboration is expected

250

200
Figure 11: Communicaton pathways increase geometrically with team size.
150
problems include messy team interdependencies, late
100
discovery of integration risks (being “90% done 50% of the
50 time”), and poor alignment of effort with business value.
0
24-Jul 26-Jul 28-Jul 30-Jul 1-Aug 3-Aug 5-Aug 7-Aug 9-Aug 11-Aug 13-Aug A more successful approach has been fully cross-functional
Figure 9: Sprint Burndown Chart “feature teams,” able to operate at all layers of the
Sprint Burndown Chart architecture, and across components if necessary6.
• Total remaining team task hours within one Sprint
Team 1 Team 2 Team 3
• Re-estimated daily, thus may go up before going
down
• Intended to facilitate team self-organization, not a User Interface Layer
management report
• Fancy variations, such as itemizing by point person,
Business Logic Layer
tend to reduce effectiveness at encouraging
collaboration
informal
working
Acme Rocket Sled Enhanced Product Burndown Persistence Layer group
Projected completion in 1 - 5 sprints
7/5/06

400
7/21/06

300 Figure 12: Cross-functional teams organized around related features.

8/14/06

8/29/06

9/14/06

200
Effort units: story points

9/29/06

10/17/06

100
Rather than get all aspects of a component working first, a
11/2/06

11/19/06

0
12/4/06

feature team focuses on thin user-centric slices of functionality

12/18/06

-100
1/1/07

-200
that cut through multiple architectural layers or physical
-300

-400 components.
-500

1 2 3 4 5 6 7 8 9
Sprint -- Average Velocity: 47.36 story points/sprint
10 11 (12) (13) (14) (15) (16) (17)
Since multiple feature teams risk stepping on each other’s
Effort Remaining Backlog w/ unestimated items Velocity Trendline Work Added/Removed Trendline New Baseline work, it’s wise to get practices of continuous integration
(with robust test coverage enforced through a product-wide
Figure 10: A Release Burndown Chart variation popularized by Mike Cohn4.
The red line tracks PBIs completed over time (velocity), while the blue line
definition of “done”) established by one feature team before
tracks new PBIs added (new scope discovery). The intersection projects adding other teams.
release completion date from empirical data5.
Multiple teams coordinate with each other in a variety of ways,
Product/Release Burndown Chart including sending delegates to each other’s meetings or to
central “Scrum of Scrums” meetings. Individuals working on
• Tracks remaining Product Backlog effort from one
particular components may form informal working groups with
Sprint to the next
their counterparts on other feature teams. They are primarily
• May use relative units such as “Story Points” for Y axis
responsible to their feature teams, however.
• Depicts empirical trends, introducing reality check to
Product Owner’s release plan Organizations seeking to scale Scrum are advised to pursue
training, coaching, and to examine previous case studies.

Scaling
Related Practices

Scrum addresses uncertain requirements and technology

Scrum is a general management framework coinciding with
risks by grouping people from multiple disciplines into one
the agile movement in software development, which is partly
team, ideally in one team room, to maximize communication
inspired by Lean manufacturing approaches such as the Toyota
bandwidth, visibility, and trust.
Production System. Scrum has been popularized by people
When requirements are uncertain and technology risks are like Ken Schwaber, organizations like the Scrum Alliance, and
high, adding too many people makes things worse. companies like Danube Technologies, Inc.

Traditional practices of grouping people by specialty or Unlike eXtreme Programming (XP), Scrum does not prescribe
architectural component can also make things worse. Typical specific engineering practices.

DZone, Inc. | www.dzone.com

 5
Scrum

Scrum focuses on incrementally improving the definition
of “done” (particularly around testing) before work is
demonstrated. This can motivate the team to adopt
engineering practices associated with XP and now proven to
reduce technical debt: Continuous Integration (continuous
automated testing), Test Driven Development (TDD), constant
refactoring, pair programming, frequent check-ins, etc.
Running (and Tested) Features
The disruption of introducing Scrum is not always advisable
when defined processes could meet the needs. Ken Schwaber
has said, “If waterfall suits current needs, continue using
it.” Consider whether the underlying mechanisms are well
understood. Scrum was not originally intended for repeatable
types of production and services.
Scrum is intended for the kinds of work defined processes have
often failed to manage: uncertain requirements combined

with unpredictable technology implementation risks. These

conditions usually exist during new product development.
Robust “done”
Challenges and Opportunities of Team Self-Organization
This author has seen self-organizing teams radically outperform
=Technical larger, more experienced, traditionally managed teams. Family-
debt sized groups naturally self-organize when they are committed
to clear, short-term goals, all members can gauge the
group’s progress, and all members can observe each other’s
Weak “done” contribution.

Psychologist Bruce Tuckman describes stages of group

Waterfall
Time
Figure 13: The green line represents the general goal of agile methods.
Doing Scrum properly entails incrementally improving the definition of
“done” to prevent technical debt. 7
When is scrum appropriate?
Defined Processes vs. an Empirical Framework
Teams applying Scrum rigorously (as intended by this author)
may find themselves questioning traditional “best practices.”
The expectation of a working product demonstrated early and
often, combined with frequent retrospection, leads teams to
challenge assumptions from respected sources such as the
Project Management Institute’s Project Management Body of
Knowledge (PMBOK®), existing waterfall habits, and more
prescriptive processes for iterative development such as
IBM’s Rational Unified Process (RUP). Scrum teams may even
question agile practices such as eXtreme Programming (XP).
development as “forming, storming, norming, performing.”10
Optimal self-organization takes time, introducing a reasonable
risk the team will perform worse during early iterations than it
might have as a traditionally managed working group.
Research suggests heterogeneous teams outperform
homogeneous teams when doing complex work, and they
experience more conflict11. Disagreements are to be expected
on a motivated team -- team performance will be determined
by how well the team handles these conflicts.
“Bad apple theory” suggests a single negative individual
(“withholding effort from the group, expressing negative
affect, or violating important interpersonal norms”12) can
disproportionately reduce performance of an entire group.
Such individuals are rare, but their impact is magnified by a
team’s reluctance to remove them. This can be partly mitigated
by giving teams greater influence over who joins them.
Other individuals who underperform in a boss/worker situation
(due to being under-challenged or micromanaged) will shine
on a Scrum team.

It is typical to adopt the defined (theoretical) Self-organization is hampered by conditions such as

modeling approach when the underlying
mechanisms by which a process operates are
reasonably well understood.
unknown
geographic distribution, boss/worker dynamics, part-time
team members, and interruptions unrelated to sprint goals.
Most teams will benefit from a full-time ScrumMaster, whose
responsibilities include helping mitigate these kinds of

impediments.
A
n
ar
ch

When the process Scrum Education and certificates

y

is too complicated
C
Technology

for the defined

ao

approach, the Scrum is mainly an oral tradition conveyed through Certified

P

ti

empirical
re

approach is the ScrumMaster (CSM) courses. These are typically two-day

di

appropriate events led by trainers who have been vetted by the Scrum
c
ta

choice. Alliance13. The CSM credential does not prove proficiency.

bl

It is intended as a stepping stone toward Certified Scrum

known

known
Requirements
unknown Practitioner (CSP), an indication of at least one year of
Figure 14: Scrum is intended for the green space labeled as “Chaotic” experience doing Scrum. The Scrum Alliance also certifies
above. 8 9 Scrum Product Owners, coaches, and trainers.
1
DZone, Inc. | www.dzone.com
 6
Scrum

8
Extensively modified version of a graph in Strategic Management
References and Organizational Dynamics, Stacey, 1993, referenced in Agile
Software Development with Scrum, Schwaber/Beedle, 2001.
1 9
Agile Project Management with Scrum, Schwaber, Microsoft Press, Quote is from Process Dynamics, Modeling, and Control, Ogunnaike,
2004.  See Appendix A “Rules.” Oxford University Press, 1992.
2 10
http://danube.com/blog/michaeljames/a_scrummasters_checklist “Developmental Sequence in Small Groups.” Psychological Bulletin,
3
Agile Retrospectives: Making Good Teams Great, Derby/Larsen, 63 (6): 384-99 Tuckman, referenced by Schwaber.
Pragmatic Bookshelf, 2006 11
Group Genius: The Creative Power of Collaboration, Sawyer, Basic
4
Agile Estimating and Planning, Cohn, Prentice Hall PTR, 2005. Books, 2007.
5 12
Example generated by ScrumWorks® Basic, a free tool. “How, when, and why bad apples spoil the barrel: Negative group
6 members and dysfunctional groups.” Research in Organizational
Scaling Lean & Agile Development: Thinking and Organizational Tools
for Large-Scale Scrum, Larman/Vodde, Addison-Wesley Professional, Behavior, Volume 27, 181–230, Felps/Mitchell/Byington, 2006.
13
2008. Scrum training/coaching also available from http://danube.com/
7
Graph inspired by Ron Jeffries lecture at
http://www.infoq.com/news/2006/12/jeffries-running-tested-features

A BOUT t h e A u t h o r RECOMME N D E D C l ass

Michael James, Danube Technologies, Inc. Danube’s ScrumMaster
Michael is a software process mentor, team coach, Certification Course
and Scrum trainer with a focus on the engineering The best way to get started
practices (TDD, refactoring, continuous integration, with Scrum is through hands-
pair programming) that allow agile project on experience in a Danube
management practices. He is also a recovering ScrumCORE CSM course. Taught by Michael James and other experts
“software architect” who still loves good design. with deep experience working in Scrum environments, Danube’s two-
Many other articles from Michael can be found at day course covers the fundamental principles, mechanics, and values
http://danube.com/blog/michaeljames of Scrum through a combination of simulated sprint activities and
Danube Technologies, Inc. is a Scrum consulting and tools company. examples of real projects.
Danube hosts hundreds of Certified ScrumMaster courses yearly around the
world. To find out more about ScrumMaster Certification see http://danube. For more information, visit:
com/courses. Danube produces ScrumWorks Pro, the first commercial http://www.danube.com/courses
tool designed specifically for Scrum. With more than 105,000 active users
worldwide, ScrumWorks is used by more than half of the Fortune 100 and
boasts the largest market share of any agile management tool. Learn more
at http://danube.com/scrumworks

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