While the trademark on the term scrum itself has been allowed to lapse, it is now deemed as a generic trademark owned by the wider community rather than an individual.
While the word itself is not an acronym, its capitalized styling likely comes from an early paper by Ken Schwaber that capitalized SCRUM in its title. Scrum is occasionally seen written in all-capitals, as SCRUM. The term scrum was chosen by the paper's authors because it emphasizes teamwork. The term is borrowed from rugby, where a scrum is a formation of players. The paper was published in the Jan 1986 issue of Harvard Business Review.
CERTIFIED SCRUM MASTER SOFTWARE
The may include the number of points of work the team completed in the sprint, quality issues and quality scores in the output of the sprint, and specifically what was completed in the sprint.The software development term SCRUM was first used in a 1986 paper titled "The New New Product Development Game" by Hirotaka Takeuchi and Ikujiro Nonaka. In reality, these KPIs are usually the amount or resources each team spends on that sprint, and the amount or resources that the output of that sprint brings to the company. It shows the KPIs needed to run the entire business. Considering the size of the effort and the technical dependencies, we will work on the most valuable and least labor-intensive work first.Ī large board with rows for each team working and columns for each team to see each completed sprint. Value scores that can be referenced from past projects allow product owners to quickly assess their rough value to the company. Reference projects are based on how much revenue you ultimately make, how much impact you ultimately have on your company’s mission, how much you mitigate risk, and whether you have learned new abilities. Then, by predicting the completion time according to the definition of completion and acceptance criteria, you can know when it will be completed and whether the team is speeding up or slowing down. Maximize profits for any persona.īy looking at recently completed projects, teams can quickly and accurately predict the effort and complexity of the next project. Create a backlog to please each persona to assess value and mitigate risk. For each persona, make a short list of short names, pictures you imagine, what you want from the product or service you’re building, and related dislikes and causes of dissatisfaction. Shows stakeholders, compliance officers, etc. Usually just to the right of the completion board, users, buyers, maintainers, purchasing influencers, people who fund projects, or potential impacts that are likely to impact the release or use of the product. Sprint burndown charts can quickly answer the question of when a particular scope will complete.Ī time chart that shows when and what met the definition of completion as you forecast release of a larger product from your current or past sprints. The list is usually less than 10 items for you to remember and use.Ī time chart showing what items meet the definition of completion and when they were completed. Shows to what the team members have agreed. Scrolls back four or more sprints to show what meets the definition of completion and has been accepted by the team’s customers in each previous sprint. The team’s commitment is that every work completed must meet its defined quality standards.Ī column for each sprint. The product backlog is improved to meet the definition of ready.Ī ready product backlog item is less risky as it is more than 80% likely to complete its work within the sprint, demonstrating sufficient clarity and business integrity.Ī place to place work waiting for external dependencies, such as another team or vendor, or a robotic process that is out of the control of the team. In a meeting that everyone attends, scrutinize the items in the “Not Ready” column and prioritize the product backlog. In the column or list just to the left of the product backlog, you can consider options for future work.