November 2017 https://www.scrumguides.

org

Scrum Guide Revision

Jeff Sutherland Ken Schwaber

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Introduction https://www.scrumguides.org

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Agenda https://www.scrumguides.org

• How we have gotten here

• What has changed in the Scrum Guide

• Addressing common misconceptions

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A Little About Scrum

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Scrum is Everywhere

90% Estimated Agile Teams Use Scrum

+12M Estimated Using Scrum Daily

Practiced everywhere

One Scrum Guide

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Brief History of Scrum https://www.scrumguides.org

Why What How

• Realization that simple • Confluence of ideas • For Scrum to work, we
industrial techniques were between Lean needed the emergence of:
inadequate Thinking and – Transparency
• We needed an approach that Empirical Process – Inspection
addressed complex work control – Adaption
• A desire for iterative, – Courage
incremental cycles to support • Scrum is a simple – Focus
empirical inspection and framework – Commitment
adaptation – Respect
• When applied,
– Openness
– To maximize applied process emerges – Professionalism
intelligence
– Small, cross-functional, self- • Art of the possible
managing teams • Learn early, learn often

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The Essence of Scrum https://www.scrumguides.org

• The essence of Scrum is a small team of people

• The individual team is highly flexible and adaptive
• Scrum’s strengths operate whether
– In a single team
– Across many teams
– Between networks of teams
• Teams develop, release, operate and sustain the
work and work products of thousands of people
• They collaborate and interoperate through
sophisticated development architectures and target
release environments

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Scrum Is Needed More Than Ever https://www.scrumguides.org

Challenges are moving beyond the complex, increasingly to the chaotic. The rate of
change is well beyond linear.
Three dimensions of change:
• People – markets, increased number, distribution, social organization, religion
• Technology – iPhone in 2007, robust Internet, energy
• Mother Earth – things are changing

“In a world rife with change, dominance is fleeting; only agility creates
sustainable advantage. As we move forward, the market must put a premium on
agility and companies must measure it along with other key metrics.”

Making Business Agility a Key Corporate Attribute – Forbes.com http://bit.ly/2gqkpgn

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Scrum Improves How We Work https://www.scrumguides.org

• Helps contain risk

• Creates value using the “art of the possible”
• Absorbs and learns from failure
• Can operate at the edge of chaos, with Product Owners (scientists, researchers,
visionaries) bringing opportunity to complex mechanisms of Scrum
• Scrum Masters are skilled change agents
– We recommend establishing new organizations
– Changing people under stress from the three vectors is often fruitless; also what is the
pattern of from-to
– Scrum Teams are experienced at complex change

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The Scrum Guide
• Scrum was formally presented by Scrum co-creators Ken
Schwaber and Jeff Sutherland in 1995 at the OOPSLA
Conference in Austin, Texas
• The first version of the Scrum Guide was released in 2010
as the official Body of Knowledge of Scrum
• Ken and Jeff are the owners and mentors of Scrum
through the Scrum Guide, in continuation of its creation,
sustenance, and enhancements over the years
• Through inspection and adaption, they have released
updates in 2011, 2013 and 2016 based on:
– Their experience working with organizations around the world
– Feedback from Scrum practitioners via the Scrum Guides User
Voice

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The Scrum Guide 2017

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Overview of What is New https://www.scrumguides.org

This release focuses on responses to input from Scrum users

• Uses of Scrum
• Refined the Role of the Scrum Master
• The Daily Scrum is for Inspection and Adaption
to ensure progress toward the Sprint Goal
• Time-boxes carry a maximum length
– “Time-boxing refers to the act of putting strict time
boundaries around an action or activity”
• Sprint Backlog includes feedback from the
Sprint Retrospective

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Uses of Scrum https://www.scrumguides.org

Scrum has been used extensively, worldwide, to:

• Research and identify viable markets, technologies, and
product capabilities
• Develop products and enhancements
• Release products and enhancements, as frequently as
many times per day
• Develop and sustain Cloud (online, secure, on-demand)
and other operational environments for product use
• Sustain and renew products

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The Role of the Scrum Master https://www.scrumguides.org

The Scrum Master is responsible for promoting

and supporting Scrum as defined in the Scrum
Guide. Scrum Masters do this by helping
everyone understand Scrum theory, practices,
rules, and values.

And as possible within the culture of the organization

and within the Scrum Master’s organizational and
political skills, and patience.

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The Daily Scrum https://www.scrumguides.org

The Daily Scrum is for Inspection and Adaption to ensure progress is being made
toward the Sprint Goal

The Development Team uses the Daily Scrum to inspect progress toward the
Sprint Goal and to inspect how progress is trending toward completing the work in
the Sprint Backlog. The Daily Scrum optimizes the probability that the
Development Team will meet the Sprint Goal. Every day, the Development Team
should understand how it intends to work together as a self-organizing team to
accomplish the Sprint Goal and create the anticipated Increment by the end of the
Sprint.

The structure of the meeting is set by the Development Team and can be
conducted in different ways if it focuses on progress toward the Sprint Goal. Some
Development Teams will use questions, some will be more discussion based.

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Time-Boxes Only Require a Maximum Length https://www.scrumguides.org

Added clarity around time-boxes using the words “at most” to remove
any questions that Events have to be of a certain length. Time-boxes
are the maximum times allotted.

“Time-boxing refers
to the act of putting
strict time boundaries
around an action or
activity”

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Continuously Improve How the Team Works https://www.scrumguides.org

The Sprint Backlog makes visible all the work that the Development
Team identifies as necessary to meet the Sprint Goal. To ensure
continuous improvement, it includes at least one high priority process
improvement identified in the previous Retrospective meeting.

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Addressing common misconceptions

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Is Scrum Only Relevant to Software Delivery? https://www.scrumguides.org

We build useful products; software is only part of the equation.

How often the team is able to release, and how the product is supported are often part of
the equation, but so is the customer’s ability to absorb the new functionality.

Example: Self-driving cars where more functionality is released than is within the
boundaries of safety.

Product Development includes Product Backlog dimensions for:

• Development
• Bug fixing and technical debt remediation
• Operational environment development
• Operational environment staging
• Marketing
• Support preparation, training and readiness
• Help and support files preparation and testing
• Pilot markets and early releases
• Everything else needed to realize value, such as partnerships
• …

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Can I Release Before the End of the Sprint? https://www.scrumguides.org

• Releases may be delivered at any time that the Product Owner chooses and the
Scrum Team is capable of
– Watch out for value being outweighed by debt

• The only requirement is that at the end of the Sprint there is an increment that is
“Done” and must be in useable condition regardless of whether the Product
Owner decides to actually release it

• The practices of continuous delivery can be used with Scrum

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What about DevOps? https://www.scrumguides.org

• The Development Team has to prove within the first several Sprints that the
Product is viable and will produce value

• To do this, they need an operational environment and initial architecture wherein

the service level agreement goals are being met

• If the Scrum Team is empowered and the organization is supportive, the result is
organizational change without any crisis

• Scrum projects often require new capabilities to be instantiated and tested prior
to proceeding
– Minimize risk early

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What’s Next https://www.scrumguides.org

• The Scrum Guide is available now - http://www.scrumguides.org/

• 30+ translations in progress

• Visit the UserVoice and let us know what you think

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