Strong Project Management discipline, extremely technically savvy, respected by the team.
Well-organized, strong Project Management discipline, respected by the team.
Well-organized, respected by the team, respected by the broader organization.
Well-organized, respected by the team, extremely technically savvy.
To allow the Product Owner to validate a recent product decision.
To reduce the level of unknown of an upcoming Product Backlog item.
To implement to a particularly risky Product Backlog item.
To explore a technology the Development Team has shown a recent interest in.
Invite the Product Owner to regularly attend the Daily Scrum as a participant providing her own status update alongside the rest of the Development Team.
Invite the Product Owner to occasionally attend the Daily Scrum as an observer.
Offer to meet with the Product Owner each morning following the Daily Scrum to provide an in-person summary of the team's plans for the day.
Ask the Development Team to conduct their Daily Scrum in the organization's instant messaging client so the Product Owner can review each morning's message thread at her convenience.
5 to 7 members
3 to 9 members
5 plus or minus 2 members
As many members as necessary to deliver a Product Increment at the completion of the Sprint
All teams should work from a shared Sprint Backlog.
Each team should create their own Sprint Backlog from a Product Backlog shared across all teams.
All teams should work from a shared Sprint Backlog that has been filtered to allow each team to only view the items that are relevant to that team.
4 hours for a one month Sprint, proportionately shorter for shorter Sprints.
As long as is necessary to forecast the work expected to deliver the Sprint Goal.
8 hours for a one month Sprint, proportionately shorter for shorter Sprints.
Sprint Planning continues until all members of the Development Team have selected an appropriate amount of work.
The organization sponsoring the Scrum Team
The Scrum Team
The Product Owner
The most appropriate approach is clearly stated in the Scrum Guide
Release burn-up chart
Cumulative flow diagram
The Scrum Master and the Development Team
The Scrum Master, the Product Owner, and the Development Team
The Scrum Master, the Development Team, and any stakeholders who have a vested interest in the current work
The Development Team
No more than 10% of the team's capacity
2 hours for a 1 month Sprint, proportionately less for shorter Sprints
As much as is required to ensure the items selected for the next Sprint are adequately prepared
A description and an estimate of complexity.
A description, an order, and an estimate of complexity.
A description, an order, an estimate of complexity, and an estimate of business value.
The members of the Scrum Team and each of their immediate managers
The Scrum Team and any key stakeholders invited by the Product Owner
The Development Team and Scrum Master
All members of every Scrum Team.
The Scrum Master and Product Owner of each Scrum Team.
The Scrum Master of each Scrum Team.
The Product Owner of each Scrum Team.
It prescribes a specific set of engineering practices which must be adhered to by all teams.
It gives guidance on what types of engineering practices a team may find valuable, but leaves it up to each team to select the practices most helpful for their specific situation.
It prescribes no specific engineering practices.
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