Well-organized, respected by the team, respected by the broader organization.
Well-organized, respected by the team, extremely technically savvy.
Well-organized, strong Project Management discipline, respected by the team.
Strong Project Management discipline, extremely technically savvy, respected by the team.
To implement to a particularly risky Product Backlog item.
To reduce the level of unknown of an upcoming Product Backlog item.
To explore a technology the Development Team has shown a recent interest in.
To allow the Product Owner to validate a recent product decision.
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.
Invite the Product Owner to occasionally attend the Daily Scrum as an observer.
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.
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.
As many members as necessary to deliver a Product Increment at the completion of the Sprint
5 plus or minus 2 members
5 to 7 members
3 to 9 members
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.
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.
4 hours for a one month Sprint, proportionately shorter for shorter Sprints.
8 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.
Sprint Planning continues until all members of the Development Team have selected an appropriate amount of work.
The most appropriate approach is clearly stated in the Scrum Guide
The Scrum Team
The Product Owner
The organization sponsoring the Scrum Team
Cumulative flow diagram
Release burn-up chart
The Development Team
The Scrum Master, the Development Team, and any stakeholders who have a vested interest in the current work
The Scrum Master and the Development Team
The Scrum Master, the Product Owner, and the Development Team
2 hours for a 1 month Sprint, proportionately less for shorter Sprints
No more than 10% of the team's capacity
As much as is required to ensure the items selected for the next Sprint are adequately prepared
A description, an order, an estimate of complexity, and an estimate of business value.
A description, an order, and an estimate of complexity.
A description and an estimate of complexity.
The Scrum Team and any key stakeholders invited by the Product Owner
The Development Team and Scrum Master
The members of the Scrum Team and each of their immediate managers
All members of every Scrum Team.
The Scrum Master of each Scrum Team.
The Scrum Master and Product Owner of each Scrum Team.
The Product Owner of each Scrum Team.
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.
It prescribes a specific set of engineering practices which must be adhered to by all teams.
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