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CONTENTS INCLUDE:
n

About Scrum
Scrum Roles
Scrum Meetings
Scrum Artifacts
Scaling
Related Practices and more...

Scrum
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,
and artifacts1. Scrum teams are responsible for creating and
adapting their processes within this framework. Scrums
management practices are similar to those of eXtreme
Programming (XP), but, unlike XP, Scrum does not prescribe
specific engineering practices.

Scrum is a simple management framework for incremental

product development using one or more cross-functional, selforganizing teams of about seven people each.
Scrum teams use fixed length iterations, called Sprints, typically
two weeks or 30 days long. They attempt to build a potentially
shippable (properly tested) product increment every iteration.

Scrum Roles

An Alternative to Waterfall
Scrums incremental, iterative approach trades the traditional
phases of waterfall development for the ability to develop a
subset of high-business value features first, incorporating user
feedback sooner.

Product Owner
The Product Owner is the single individual responsible for
return on investment (ROI) of the product development
effort. The Product Owner owns the product vision, constantly
re-prioritizes the Product Backlog, and revises release plan
expectations. The Product Owner is the final arbiter of
requirements questions, including which items are considered
done at the Sprint Review Meeting.

Requirements
Analysis
Design
Code

www.dzone.com

Integration

Scrum Development Team

Test

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

(give or take two) individuals. While the Team may contain
specialists, collectively it is cross-functional, containing the
range of skills (including testing) which were traditionally
found in different departments. The Team is given autonomy
regarding how to achieve the commitments theyre held
responsible for between the Sprint Planning and Sprint Review
meetings.

Deploy

Figure 1: Traditional waterfall development assumes perfect understanding of

requirements at outset.

Project
Start

Project
End
Iteration 1

Iteration 2

Iteration 3

Iteration 4

A Scrum Development Team is most likely to succeed when

members are co-located in a team room.

Implementation & Developer Testing

Iteration
Detail

Design &
Analysis

QA / Acceptance
Testing

(Deployment)
Detailed
Requirements

Evaluation /
Prioritization

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

Scrum

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.

www.danube.com
+1.503.248.0800

A Disruptive Framework to Transform Organizations

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
DZone, Inc.

www.dzone.com

Scrum

ScrumMaster

Daily Scrum

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.

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 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.

The team will typically examine the current Sprint Task list,
Sprint Burndown Chart, and impediments list.
The Product Owners attendance is often not necessary at the
Daily Scrum and may actually impede team self-organization.

Scrum Meetings

Topics that require additional discussion may be handled as

optional sidebars after every team member has reported. Its a
common practice to stand at this meeting to create a sense of
urgency, so its sometimes called the standup meeting.

All Scrum Meetings are facilitated by the ScrumMaster, though

he has no decision-making authority at these meetings.

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.

Sprint Planning
Meeting

Daily Scrum

Backlog
Renement
Meeting

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 Review
Meeting

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 inspectand-adapt mechanism for the teams process.

Sprint
Retrospective
Meeting

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.

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.

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.

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 Owners full
attendance is often not necessary during Part 2. The maximum
time for planning a 30-day Sprint is 8 hours.
DZone, Inc.

This meeting lacks an official name, thus may also be called

Backlog Maintenance, Backlog Grooming, Backlog
Estimation Meeting, etc.
|

www.dzone.com

Scrum

Scrum Artifacts

High Priority

Cut/
paste
plain
text

Product Backlog Item

Cut/
paste
rich text

Cut/paste rich
text and graphics

database
schema

Product Backlog Item

Product Backlog Item

Product Backlog Item

Product Increment
selected during
Sprint Planning
Meeting

Figure 6: Large PBIs (often called epics) split into thin vertical feature
slices (stories), not horizontal implementation phases, when they rise
toward the top of the Product Backlog.

Product Backlog Item

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

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

Product Backlog Item (PBI)

Specifies the WHAT, not the HOW, of a customercentric feature.
Often written in User Story form
Has acceptance criteria (and/or product-wide
definition of done) to prevent technical debt
Effort is estimated by Team, ideally in relative units
(e.g. story points)
Business value is estimated by Product Owner

PBIs

Tasks / Status
Not Started

7 Tasks

Impeded

0 Tasks

In Progress

9 Tasks

Add SVN revision numbe...

Estimate: 2
Done

Done

57 Tasks

Do It
Hrs: 0

Zoltan Szugyi

+ Task
Web Client log in with...
Estimate: 1

Fix It

Done

Hrs: 0

Kevin Hobbs

+ Task

Add customer number, e...

Add new SWP fields to ...

Done when:
- customer number
- indicate SW edition
- form fields which generate the file
Estimate: 2
Done

Product Backlog Item

Hrs: 0

Eric Barendt

Update license generators

Hrs: 0

Eric Barendt

Nice error messages

+ Task

Hrs: 0

Eric Barendt

Inform user when SWBas...

Hrs: 0

Sprint Task
Sprint Task
Sprint Task
Sprint Task
Sprint Task

Add support "link" to ...

to hardcoded page with customer
number in the url
Estimate: 1
Done

Hrs: 0

Victor Szalvay

Do It

+ Task
Display # of Licensed ...
Swing client 'About' page
Estimate: 2

Eric Barendt

Do It

Hrs: 0

Eric Barendt

Do It
Hrs: 0

Done

Kevin Hobbs

+ Task
Downgrade from SW Pro ...
and re-upgrade from a previous
Pro upgrade.
Estimate: 6
Done
+ Task

Hrs: 0

Kelly Louie

Hrs: 0

Eric Barendt

Did we remove columns ...

Hrs: 0

Eric Barendt

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

collaboration tool such as ScrumWorks Pro. This tools electronic task
board mimics the cards of a physical task board.

Figure 5: Each PBI represents a customer-centric feature, usually requiring

several tasks to achieve definition of done.
DZone, Inc.

Installer should downg...

Test throughly

www.dzone.com

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

discovery of integration risks (being 90% done 50% of the
time), and poor alignment of effort with business value.

100
50
0
24-Jul

26-Jul

28-Jul

30-Jul

1-Aug

3-Aug

5-Aug

7-Aug

9-Aug

11-Aug

A more successful approach has been fully cross-functional

feature teams, able to operate at all layers of the
architecture, and across components if necessary6.

13-Aug

Figure 9: Sprint Burndown Chart

Sprint Burndown Chart

Total remaining team task hours within one Sprint
Re-estimated daily, thus may go up before going
down
Intended to facilitate team self-organization, not a
management report
Fancy variations, such as itemizing by point person,
tend to reduce effectiveness at encouraging
collaboration

Team 1

Business Logic Layer

Persistence Layer

-200

Rather than get all aspects of a component working first, a

feature team focuses on thin user-centric slices of functionality
that cut through multiple architectural layers or physical
components.

1/1/07

12/4/06

-100

12/18/06

11/2/06

11/19/06

9/29/06

10/17/06

100

-300
-400
-500
1

10

11

(12)

(13)

(14)

(15)

(16)

Since multiple feature teams risk stepping on each others

work, its wise to get practices of continuous integration
(with robust test coverage enforced through a product-wide
definition of done) established by one feature team before
adding other teams.

(17)

Sprint -- Average Velocity: 47.36 story points/sprint

Effort Remaining

informal
working
group

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

9/14/06

200

8/29/06

8/14/06

Effort units: story points

7/21/06

7/5/06

Projected completion in 1 - 5 sprints

300

Team 3

User Interface Layer

Acme Rocket Sled Enhanced Product Burndown

400

Team 2

Backlog w/ unestimated items

Velocity Trendline

Work Added/Removed Trendline

New Baseline

Figure 10: A Release Burndown Chart variation popularized by Mike Cohn4.

The red line tracks PBIs completed over time (velocity), while the blue line
tracks new PBIs added (new scope discovery). The intersection projects
release completion date from empirical data5.

Multiple teams coordinate with each other in a variety of ways,

including sending delegates to each others meetings or to
central Scrum of Scrums meetings. Individuals working on
particular components may form informal working groups with
their counterparts on other feature teams. They are primarily
responsible to their feature teams, however.

Product/Release Burndown Chart

Tracks remaining Product Backlog effort from one
Sprint to the next
May use relative units such as Story Points for Y axis
Depicts empirical trends, introducing reality check to
Product Owners 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

risks by grouping people from multiple disciplines into one
team, ideally in one team room, to maximize communication
bandwidth, visibility, and trust.
When requirements are uncertain and technology risks are
high, adding too many people makes things worse.

Scrum is a general management framework coinciding with

the agile movement in software development, which is partly
inspired by Lean manufacturing approaches such as the Toyota
Production System. Scrum has been popularized by people
like Ken Schwaber, organizations like the Scrum Alliance, and
companies like Danube Technologies, Inc.

Traditional practices of grouping people by specialty or

architectural component can also make things worse. Typical

Unlike eXtreme Programming (XP), Scrum does not prescribe

specific engineering practices.

DZone, Inc.

www.dzone.com

Running (and Tested) Features

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.

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

Weak done

Challenges and Opportunities of Team Self-Organization

This author has seen self-organizing teams radically outperform
larger, more experienced, traditionally managed teams. Familysized groups naturally self-organize when they are committed
to clear, short-term goals, all members can gauge the
groups progress, and all members can observe each others
contribution.

Time

Psychologist Bruce Tuckman describes stages of group

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.

=Technical
debt

Waterfall

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

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.

When is scrum appropriate?

Defined Processes vs. an Empirical Framework

Bad apple theory suggests a single negative individual

(withholding effort from the group, expressing negative
affect, or violating important interpersonal norms12) can
disproportionately reduce performance of an entire group.
Such individuals are rare, but their impact is magnified by a
teams reluctance to remove them. This can be partly mitigated
by giving teams greater influence over who joins them.

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 Institutes Project Management Body of
Knowledge (PMBOK), existing waterfall habits, and more
prescriptive processes for iterative development such as
IBMs Rational Unified Process (RUP). Scrum teams may even
question agile practices such as eXtreme Programming (XP).

Other individuals who underperform in a boss/worker situation

(due to being under-challenged or micromanaged) will shine
on a Scrum team.
Self-organization is hampered by conditions such as
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.

It is typical to adopt the defined (theoretical)

modeling approach when the underlying
mechanisms by which a process operates are
reasonably well understood.

y
ch

ar
n

unknown

Scrum

Technology

ao
h

C
c

re

ti

bl

ta

c
di

Scrum is mainly an oral tradition conveyed through Certified

ScrumMaster (CSM) courses. These are typically two-day
events led by trainers who have been vetted by the Scrum
Alliance13. The CSM credential does not prove proficiency.
It is intended as a stepping stone toward Certified Scrum
Practitioner (CSP), an indication of at least one year of
experience doing Scrum. The Scrum Alliance also certifies
Scrum Product Owners, coaches, and trainers.

known

Scrum Education and certificates

When the process

is too complicated
for the defined
approach, the
empirical
approach is the
appropriate
choice.

known

unknown

Requirements

Figure 14: Scrum is intended for the green space labeled as Chaotic
above. 8 9
1

DZone, Inc.

www.dzone.com

References

Scrum

Extensively modified version of a graph in Strategic Management

and Organizational Dynamics, Stacey, 1993, referenced in Agile

Quote is from Process Dynamics, Modeling, and Control, Ogunnaike,

Software Development with Scrum, Schwaber/Beedle, 2001.

1

Agile Project Management with Scrum, Schwaber, Microsoft Press,

http://danube.com/blog/michaeljames/a_scrummasters_checklist

Agile Retrospectives: Making Good Teams Great, Derby/Larsen,

2004. See Appendix A Rules.

Oxford University Press, 1992.

Agile Estimating and Planning, Cohn, Prentice Hall PTR, 2005.

Example generated by ScrumWorks Basic, a free tool.

Scaling Lean & Agile Development: Thinking and Organizational Tools

for Large-Scale Scrum, Larman/Vodde, Addison-Wesley Professional,

11

Group Genius: The Creative Power of Collaboration, Sawyer, Basic

12

How, when, and why bad apples spoil the barrel: Negative group
members and dysfunctional groups. Research in Organizational
Behavior, Volume 27, 181230, Felps/Mitchell/Byington, 2006.

13

Scrum training/coaching also available from http://danube.com/

Books, 2007.

2008.
7

Developmental Sequence in Small Groups. Psychological Bulletin,

63 (6): 384-99 Tuckman, referenced by Schwaber.

Pragmatic Bookshelf, 2006

4

10

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

Danubes ScrumMaster
Certification Course

Michael James, Danube Technologies, Inc.

Michael is a software process mentor, team coach,
and Scrum trainer with a focus on the engineering
practices (TDD, refactoring, continuous integration,
pair programming) that allow agile project
management practices. He is also a recovering
software architect who still loves good design.
Many other articles from Michael can be found at
http://danube.com/blog/michaeljames

The best way to get started

with Scrum is through handson experience in a Danube
ScrumCORE CSM course. Taught by Michael James and other experts
with deep experience working in Scrum environments, Danubes twoday course covers the fundamental principles, mechanics, and values
of Scrum through a combination of simulated sprint activities and
examples of real projects.

Danube Technologies, Inc. is a Scrum consulting and tools company.

Danube hosts hundreds of Certified ScrumMaster courses yearly around the
world. To find out more about ScrumMaster Certification see http://danube.
com/courses. Danube produces ScrumWorks Pro, the first commercial
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
you

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