Skip to main content

Scrum

This guide describes how Scrum can be used by teams to manage their work. Scrum is a framework that implements the principles of Agile as a concrete set of artifacts, practices, and roles.

Intended for​

Scrum masters, software engineers, hardware engineers, test engineers, and product owners.

The Scrum lifecycle​

The following diagram details the iterative Scrum lifecycle. The entire lifecycle is completed in a fixed time box called a sprint. The sprint is typically 2-4 weeks long.

Scrum Lifecycle Diagram

Scrum roles​

Scrum prescribes three specific roles:

  • Product owner: Responsible for what the team is building and why they are building it. The product owner is responsible for maintaining an up-to-date and prioritized backlog.

  • Scrum master: Responsible for ensuring the scrum process is followed by the team. Scrum masters are continually on the lookout for how the team can improve while also resolving impediments (blocking issues) that arise during the sprint. Scrum masters are part coach, part team member, and part cheerleader.

  • Scrum team: These are the individuals who build the product. The team owns the engineering of the product and the quality that goes with it.

Product backlog​

The product backlog is a prioritized list based on the value the team can deliver. The product owner owns the backlog and adds, changes, and reprioritizes as needed. The items at the top of the backlog should always be ready for the team to execute.

Sprint planning and sprint backlog​

In sprint planning, the team chooses the backlog items they will work on in the upcoming sprint. The team selects backlog items based on priority and what they believe they can complete in the sprint. The sprint backlog is the list of items that the team plans to deliver during the sprint. Often, each item on the sprint backlog is broken down into tasks. Once all members agree that the sprint backlog is achievable, the sprint starts.

Sprint execution and daily scrum​

Once the sprint starts, the team executes the sprint backlog. Scrum does not specify how the team should execute its tasks. That is left for the team to decide.

Scrum defines a practice called a "daily scrum", often called the "daily standup". The daily scrum is a daily meeting limited to 15 minutes. Team members often stand during the meeting to ensure it stays brief. Each team member briefly reports their progress since yesterday, their plans for the day, and if there is anything impeding their progress.

To aid the daily scrum, teams often review two artifacts: the task board and the sprint burndown.

The task board​

The task board lists each backlog item the team is working on, broken down into the tasks required to complete it. Tasks are placed in "To do", "In progress", and "Done" columns based on their status. It provides a visual way of tracking progress for each backlog item.

Task Board

The sprint burndown​

The sprint burndown is a graph that plots the daily total of remaining work. The remaining work is typically in hours. It provides a visual way of showing whether the team is on track to complete all the work by the end of the sprint.

Sprint review and sprint retrospective​

At the end of the sprint, the team performs two practices:

  • Sprint review: The team demonstrates what they have accomplished to stakeholders. They demo the software and show its value.

  • Sprint retrospective: The team takes time to reflect on what went well and which areas need improvement. The outcomes from the retrospective are actions for the next sprint.

Increment​

The product of a sprint is called the "Increment" or "Potentially Shippable Increment". Regardless of the term, a sprint’s output should be of shippable quality, even if it’s part of something bigger and can’t ship by itself. It should meet all the quality criteria set by the team and product owner.

Repeat, learn, and improve​

The entire cycle is repeated for the next sprint. Sprint planning selects the next items on the product backlog, and the cycle repeats. While the team is executing the sprint, the product owner is ensuring the items at the top of the backlog are ready to execute in the following sprint.

This shorter, iterative cycle provides the team with lots of opportunities to learn and improve. Traditional projects often have a long lifecycle, say 6-12 months. While a team can learn from a traditional project, the opportunities are far less than a team who executes in 2-week sprints, for example.

This iterative cycle is, in many ways, the essence of Agile.

Scrum is very popular because it provides just enough framework to guide teams while giving them flexibility in how they execute. Its concepts are simple and easy to learn. Teams can get started quickly and learn as they go. All of this makes Scrum a great choice for teams just starting to implement Agile principles.

Owner: Master Processes Team