The Sprint

A time-boxed period that lasts two to four weeks during which a specific amount of work is completed to achieve the Sprint Goal. Sprints are a fundamental part of Scrum, achieving a concrete towards the Product Goal with each sprint.

The Sprint includes 4 Scrum Events – Sprint Planning, Daily Scrum, Sprint Review and the Sprint Retrospective.

Scrum Events Test Questions

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The integration of increments from multiple Scrum teams working on the same product

The integration of increments from multiple Scrum Teams working on the same product is a key aspect of scaled Scrum. The Scrum Guide, which is the official guide to Scrum written by the creators of Scrum, provides guidance on this.

_{The Developers are required to conform to the Definition of Done. If there are multiple Scrum Teams working together on a product, they must mutually define and comply with the same Definition of Done}

_{From the Scrum Guide section “Commitment: Definition of Done”}

So, the Scrum Guide doesn’t prescribe specific practices for how multiple Scrum Teams should integrate their work. However, it does emphasize the importance of creating a “Done” Increment in each Sprint, and this Increment should be in a potentially releasable state.

Step by Step Analysis: How to Handle Increments From Multiple Teams?

Let’s discuss the 4 different statements about whether or not increments from multiple teams working on the same product should be integrated every Sprint.

A. No, that is far too hard and must be done in a hardening Sprint.
B. Yes, otherwise the Product Owners (and stakeholders) may not be able to accurately inspect what is done.
C. Yes, but only for Scrum Teams whose work has dependencies.
D. No, each Scrum Team stands alone.

A. “No, that is far too hard and must be done in a hardening Sprint.”

Delaying integration until a hardening Sprint may introduce risks and so this doesn’t adhere to Scrum principles !

What is a hardening sprint? A hardening sprint, is a sprint which some Agile teams use to focus solely on integration, testing, and fixing bugs before a release. However, this type of sprint is not mention in the Scrum Guide and also contradicts the principles of Scrum that promotes addressing these activities within each Sprint in the process to create a product increment that is always in a ready-to-release state.

B. “Yes, otherwise the POs (and stakeholders) may not be able to accurately inspect what is done.”

Yes, increments from multiple teams working on the same product should be integrated every Sprint. This option highlights the importance of integration for accurate inspection by Product Owners and stakeholders. . (ALIGNED TO SCRUM PRINCIPLES)

Letting each team release its increment is the main Goal of each Sprint and allows Product Owners and stakeholders to accurately inspect what has been done. Integrating the increments every Sprint aligns with the Scrum principles NOT ONLY for continuous integration purposes but because it allows for early detection of integration issues ensuring feedback is given by stakeholders and PO. This solution also increases the chances to deliver value to the user leading to a more cohesive and higher-quality product.

C. Yes, but only for Scrum Teams whose work has dependencies.

This statement is not entirely correct within the context of Scrum. While teams with dependencies certainly need to integrate their work, all Scrum Teams should integrate their increments every Sprint. Specifically, if an increment is not going to affect another team, there is no reason to delay its integration.

D. “No, each Scrum Team stands alone.”

This option suggests a more isolated approach for each Scrum Team and doesn’t adhere to Scrum principles. Similar to what has been said for answers A and C, in Scrum, when multiple teams work on the same product, integrating their work every Sprint is essential.

Conclusion

When many Scrum Teams are working on the same product, should all of their Increments be integrated every Sprint? 

Yes, otherwise the Product Owners (and stakeholders) may not be able to accurately inspect what is done.

1. Accurate Inspection: It allows Product Owners and stakeholders to accurately inspect what has been done, ensuring that feedback can be given in a timely manner.
2. Early Detection of Issues: Continuous integration reduces the risk of last-minute problems and aligns with Scrum principles of ensuring that the product increment is always in a potentially shippable state.
3. Delivering Value: Regular integration with feedback loops increases the chances of delivering value to the user by ensuring a cohesive and high-quality product.

You Might Like More…

• Which Scrum Role is Responsible to do all the Work Required to Turn Product Backlog in Potentially Releasable Items?
• What Happens If Scrum Teams Become Too Large?
• Understanding the Role of Product Manager vs. Product Owner
• Product Management Terms

REFERENCES

Scrum Guide, 2021

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The Product Owner’s Role in Scum

The Product Owner is responsible for measuring the progress of a release and maximizing the value of the product. Contrary to a statement, the Product Owner does not decide which developer does what; it is a collaborative effort with the development team. Additionally, while the Product Owner is involved in the Scrum process, their participation in the Daily Scrum is not mandatory, as it primarily serves the development team in planning their daily activities.

Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.

From the Scum Guide

Let’s discuss the 4 different “supposedly” responsibilities of the Product Owner in scrum:

A. The Product Owner measures the progress of a release. The Product Owner does measure the progress of a release, ensuring that the team is delivering value in line with the product vision and goals.

B. The Product Owner decides which developer does what. The Product Owner collaborates with the development team but does not decide specifically which developer does what. The development team collectively determines how to turn product backlog items into increments of value. (NOT TRUE)

C. The Product Owner is responsible for maximizing the value. The Product Owner is indeed responsible for maximizing the value of the product and the work of the development team.

D. The Product Owner has to participate in the Daily scrum. While the Product Owner is involved in the Scrum process, they are not required to participate in the Daily Scrum. The Daily Scrum is primarily for the development team to synchronize activities and plan for the next 24 hours. The Product Owner can attend if they find it valuable, but it’s not mandatory. (NOT TRUE)

In summary, the Development Team is a crucial component of the Scrum framework, responsible for turning the Product Backlog into valuable and potentially shippable increments of the product. Their autonomy and self-organization are key principles in Scrum

In Scrum who decides which developer does what?

In Scrum, the responsibility for deciding what work each developer will do is typically a collaborative effort within the Development Team. Scrum emphasizes self-organizing teams and encourages a high degree of collaboration, flexibility, and shared accountability. Here are key aspects related to task assignment in Scrum:

• Self-Organizing Teams: Scrum promotes self-organizing teams, meaning that team members collectively decide how to best accomplish the work they commit to in a Sprint. The team is encouraged to organize and manage itself to deliver value.
• Development Team Collaboration: The Development Team collaborates to understand the Sprint Goal and the items from the Product Backlog selected for the Sprint during Sprint Planning. They work together to determine the best approach to delivering the committed work.
• Swarm or Pair Programming: Scrum Teams often encourage a collaborative approach where team members might pair up or “swarm” on particular tasks. This fosters knowledge sharing and helps ensure that the team collectively owns the work.
• Daily Standup Meetings: During the Daily Scrum (standup), team members share updates on their progress, discuss any impediments, and often reorganize work based on the current situation. If a team member needs assistance or if there’s a better way to approach a task, it is discussed and adjusted within the team.

• Skill Sets and Expertise: Team members often have different skill sets and expertise. The team collectively decides how to best leverage these skills to meet Sprint commitments. It’s common for team members to pick up tasks based on their expertise, but the team can adjust based on the needs of the Sprint.
• Rotating Tasks: Some teams implement a practice of rotating tasks among team members to avoid silos of knowledge and to ensure that everyone is cross-functional.
• Product Owner and Scrum Master: While the Development Team is responsible for selecting and delivering work, the Product Owner and Scrum Master can provide guidance, facilitate discussions, and help remove impediments. The Product Owner clarifies requirements and priorities, while the Scrum Master focuses on improving the team’s processes. Remember that the emphasis in Scrum is on the team’s collective ownership of the work. The goal is to maximize the effectiveness and creativity of the Development Team while delivering value to the customer. The way task assignments are handled can vary between teams, and teams often experiment and adjust their approach to find what works best for them.

Who has to participate in the Daily Scrum?

The Daily Scrum, also known as the Daily Standup, is a short, time-boxed event in Scrum that occurs every working day during a Sprint. The purpose of the Daily Scrum is for the Development Team to synchronize activities, discuss progress, and identify any obstacles. The key participants in the Daily Scrum include:

1. Development Team: All members of the Development Team are required to attend the Daily Scrum. Each team member provides an update on their progress since the last Daily Scrum, shares their plans for the day, and communicates any impediments.
2. Scrum Master: The Scrum Guide does not explicitly require the Scrum Master to be present at the Daily Scrum. The Scrum Guide provides flexibility for the Scrum Master’s involvement in the Daily Scrum and other Scrum events. While the Scrum Master is encouraged to attend the Daily Scrum to support and facilitate the team, their presence is not mandatory. The Scrum Master’s role is one of service to the Scrum Team, and they may choose the level of involvement that best serves the needs of the team.
3. Product Owner: The Product Owner is invited to attend the Daily Scrum but is not required. If the Product Owner chooses to participate, it is usually in a passive role, listening to the team’s updates. The Product Owner may use the information to gain insights into the team’s progress.

You might like more…

• Which Scrum Role is Responsible to do all the Work Required to Turn Product Backlog in Potentially Releasable Items?
• Understanding the Role of Product Manager vs. Product Owner
• Product Management Terms

REFERENCES

Scrum Guide, 2021

The post Which two of the following answers are not correct about the Product Owner role? appeared first on AYALR.

The Development Team’s Role in Scum (Option C)

In Scrum, the Development Team is responsible for doing all the work required to turn Product Backlog items into potentially releasable increments of the product. The Development Team is a self-organizing and cross-functional group of professionals who have the skills and expertise to deliver a potentially shippable product increment at the end of each Sprint. The team works together collaboratively and is responsible for tasks such as analysis, design, implementation, testing, and documentation. The other options (A. The Business Analyst, B. The Stakeholders, D. The Project Manager) do not have the primary responsibility for the actual development work in the Scrum framework.

Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.

From the Scum Guide

• The Development Team in Scrum is a self-organizing and cross-functional group of individuals who have the skills and expertise to turn Product Backlog items into a potentially releasable product increment.
• The team is responsible for all aspects of product development, including but not limited to analysis, design, implementation, testing, and documentation.
• They collaborate closely with the Product Owner to understand the requirements and with the Scrum Master to continuously improve their processes.
• The Development Team is empowered to make decisions on how to achieve the goals set by the Product Owner and is accountable for delivering high-quality increments at the end of each Sprint.

Now let’s look at the Scrum Guide taking some quotes relevant to developers.

In summary, the Development Team is a crucial component of the Scrum framework, responsible for turning the Product Backlog into valuable and potentially shippable increments of the product. Their autonomy and self-organization are key principles in Scrum

The Other Roles in Scum

A. The Business Analyst:

• While the Scrum Guide doesn’t explicitly mention the role of a Business Analyst, in some organizations, a Business Analyst may still play a supportive role.
• Their involvement might be more prominent during Sprint Planning, helping to refine and elaborate on Product Backlog items.

B. The Stakeholders:

• Stakeholders are individuals or groups with an interest in the product. They may include customers, users, managers, and others.
• Stakeholders are involved throughout the Scrum process. They provide input during Sprint Reviews, offering feedback on the product increment. Their feedback can influence the priorities in the Product Backlog.

D. The Project Manager:

• In traditional project management, the Project Manager has a central role in planning, executing, and closing projects. In Scrum, the role of a Project Manager is less defined.
• Scrum emphasizes a self-organizing Development Team and often does not have a traditional Project Manager role. Scrum Masters serve as facilitators, and teams are encouraged to self-manage.

While these roles may exist in an organization using Scrum, it’s crucial to understand that Scrum distributes responsibilities in a way that fosters collaboration and empowers the Development Team to make decisions about how to achieve the goals set by the Product Owner. The Scrum Master supports the Scrum Team and helps remove impediments, while the Product Owner prioritizes the work based on business value. The Development Team is responsible for delivering a potentially shippable product increment.

References:

Scrum Guide, 2021

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In a nutshell, when deciding on the size of a Scrum team, it’s important to consider:

• The complexity of the product and the skills of the team members. A larger team may be needed for a complex product, while a smaller team may be more appropriate for a simpler product.
• The team’s ability to work together effectively. A team that is too large may struggle with communication and coordination, while a team that is too small may have limited capabilities.

Ultimately, the size of a Scrum team should be determined through experimentation, with adjustments made as necessary to ensure that the team is able to deliver a high-quality product increment.

Now let’s delve into the subject in more detail.

What should we do if the Scrum team becomes too large?

In situations where the Scrum Team exceeds ten members, creating multiple Scrum Teams to collaborate on the project becomes a viable option. Larger or more complex projects often fall under the purview of programs or portfolios. The Scrum framework can be adapted effectively to manage programs and portfolios, drawing on its logical guidelines and principles to oversee projects of varying sizes, even spanning different geographic locations and organizations. For substantial projects, multiple Scrum Teams may work in parallel, necessitating synchronization and streamlined information flow to enhance communication.

Now, before taking any decision you should ask these questions to the team:

1. Is there any issue with productivity within the team?
2. Do you think you can be more productive by reducing the team?
3. If you had to divide the team, do you think that the two different teams would have the necessary skills to deliver complex solutions?
4. Do you need more developers to achieve the set targets?
5. Can communication be improved within the team?
6. Are there any moments where developers are idle during the sprint waiting for a task they can manage? Note: A backend developer might not be able to accomplish front-end tasks that are in the Sprint Log or junior members not have any more simple tasks to do.
7. Are there any developers who feel neglected within the team and they always finish up with less interesting tasks?
8. Do you feel that junior developers are growing enough within the team?

If most of your answers to the above questions are YES, then you should consider splitting up the team. However, it is imperative that the Scrum Team possesses all the necessary skills required for project execution, alongside fostering a high level of collaboration to maximize productivity, thereby minimizing the need for extensive coordination.

How do you split a Scrum team, if the Scrum team becomes too large?

The ideal Scrum Team size falls within the range of six to ten members, striking a balance between skill diversity and easy collaboration. One notable advantage of maintaining a team within this size range is that communication and management tend to be straightforward and demand minimal effort. Some action points worth considering before splitting teams are:

• Hiring a new PO and Scrum Master. When having multiple Scrum teams, you might need to hire another Product Owner, Scrum Master and some other developers to form a complete group. If you decide on using the same PO and SM for both teams, then they will need to attend the Scrum events of both teams. This might become a bigger problem if the Scrum for both teams starts and finishes on the same day as having two Sprint Planning events in one day might be exhausting for a PO.
• Hiring developers. Which members are vital for the completion of the sprint? Are there any members of the Scrum team who are vital for the completion of the sprint? Is there anyone else who can do his job or do you need to hire someone for the second team?
• Sick and Vacation leave. Are there members who tend to have longer absences due to health or vacation? Are there developers who go on vacation together? If the answer is YES, you should consider putting them in different teams. Smaller teams are more susceptible to disruptions caused by the absence of a team member, even for short durations. To mitigate this issue, it may be worthwhile for team members to possess expertise beyond their specific roles, although achieving this can be challenging and may vary based on project type, industry, and organization size.
• Designate backup personnel. It is also advisable to designate backup personnel who can step in when a team member needs to leave the Scrum Team.

Summary

1. Scrum teams typically consist of 3 to 9 members according to Scrum framework principles.
2. Team size should consider product complexity and collaboration effectiveness.
3. Experiments should determine the ideal team size for high-quality product delivery.
4. If a team exceeds 10 members, consider forming multiple teams for large or complex projects.
5. Assess productivity, skills, and backup plans before splitting a team; hiring new roles may be necessary, especially if essential team members are identified.

The post What Happens If Scrum Teams Become Too Large? appeared first on AYALR.

What pre-conditions must be fulfilled in order to allow Sprint Planning to begin?

(Choose the best answer)

A. A fully refined Product Backlog
B. Formal budget approval to conduct another Sprint
C. A clear and non-negotiable Sprint Goal
D. A clear but negotiable business objective for the Sprint
E. Enough “Ready” Product Backlog to fill the Sprint
F. There are no such pre-conditions

Slide below to see the answer and a short explanation.

RELATED: Difference Between Product Backlog and Sprint Backlog

Answer is F. There are no such pre-conditions. Sprint Planning is dedicated to strategizing the tasks within the Sprint and is a product of the collaborative efforts of the entire Scrum Team, with its duration capped at a maximum of eight hours for a one-month Sprint; however, the scope of what can be accomplished within this timeframe may be affected by supplementary practices that are not formally mandated by Scrum.

Consistently, I recommend reviewing the Scrum Guide to revisit and delve into the essence of Sprint Planning, as well as identify any mandatory preparations required before initiating it

What is the Sprint Planning?

Sprint Planning is a crucial event in the Scrum framework, during which the Scrum team comes together to plan the work that will be accomplished during the upcoming Sprint. The primary objectives of Sprint Planning are to define the Sprint Goal, select which backlog items (user stories or tasks) will be worked on, and create a detailed plan for how these items will be completed.

Sprint Planning typically involves the following key activities:

1. Setting the Sprint Goal: The Scrum team collaboratively defines a clear and achievable goal for the Sprint, which provides focus and direction for the work to be done.
2. Product Backlog Review: The team reviews the items in the Product Backlog, discussing their priority and value. This helps in selecting the most important items for the Sprint.
3. Task Decomposition: Selected Product Backlog items are broken down into smaller, actionable tasks. This decomposition helps the team understand the work involved and estimate the effort required.
4. Estimation: The team estimates the effort required for each task. This can be done using various estimation techniques, such as planning poker or relative sizing.
5. Capacity Planning: The team considers its capacity for the Sprint, taking into account team member availability and other commitments. This helps ensure that the Sprint Backlog is realistically achievable.
6. Creating the Sprint Backlog: Based on the selected backlog items, task breakdown, and estimation, the team creates the Sprint Backlog, which is a list of all the work items that will be tackled during the Sprint.

Sprint Planning is time-boxed, typically to a few hours, depending on the length of the Sprint. It is an opportunity for the entire Scrum team, including the Product Owner, Scrum Master, and development team members, to collaborate and align on what needs to be done in the upcoming Sprint.

By the end of Sprint Planning, the team should have a clear plan for how to achieve the Sprint Goal and a shared understanding of the work to be undertaken. This sets the stage for a focused and productive Sprint.

Sprint Planning in the Scrum Guide

Sprint Planning commences the Sprint by establishing the tasks to be undertaken during the Sprint, and this plan is formulated through the collaborative efforts of the entire Scrum Team.

The Product Owner ensures that attendees are prepared to discuss the most important Product Backlog items and how they map to the Product Goal. The Scrum Team may also invite other people to attend Sprint Planning to provide advice.

Scrum Guide

So though Scrum doesn’t refer to any obligatory pre-requisities it does assume that there is an updated Product Backlog with items. However, even without a product backlog, the scrum team can still manage to create tasks and add them during the sprint during Sprint Planning.

Sprint Planning addresses the following topics:

1. Why is the Sprint valuable?
2. What can be Done this Sprint?
3. How will the chosen work get done?

1. Why is this Sprint valuable?

In Sprint Planning, the Product Owner suggests ways to enhance the product’s value, and the entire Scrum Team works together to establish a Sprint Goal that articulates the Sprint’s value to stakeholders, with the Sprint Goal being determined before the end of the planning session.

The following quote is directly extracted from the Scrum Guide:

2. What can be Done this Sprint?

The Developers collaborate with the Product Owner to choose items from the Product Backlog for the current Sprint, refining them as needed to enhance comprehension and confidence, while also improving Sprint forecasting by considering past performance, capacity, and the Definition of Done.

This is explained as follows in the Scrum Guide:

3. How will the chosen work get done?

For each chosen Product Backlog item, the Developers strategize the necessary steps to create an Increment that aligns with the Definition of Done, often involving the breakdown of items into smaller tasks, which is determined by the Developers themselves without external influence, and collectively, the Sprint Goal, selected Product Backlog items, and the associated delivery plan constitute the Sprint Backlog, with Sprint Planning having a maximum time limit of eight hours for a one-month Sprint, while shorter Sprints generally have shorter planning sessions.

This is better defined in the Scrum Guide as follows:

References:

• Scrum Guide, 2021

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What is the major difference between Product Backlog and Sprint Backlog?
A. The Product Backlog is equal to the Sprint Backlog
B. The Product Backlog is a subset of the Sprint Backlog
C. The Sprint Backlog is a subset of the Product Backlog
D. The Sprint Backlog is owned by the Product Owner

Slide below to see the answer and a short explanation.

TIP: The keyword here is MAJOR DIFFERENCE, so there might be more than one correct answer but you should outline the MAJOR DIFFERENCE. The correct answer here is C

RELATED: Multiple Scrum Teams Working on the Same Sprint Start Date

As usual, I always suggest going through the Scrum Guide to repass and study the meaning of Product Backlog, Sprint Backlog, their use within Scrum, and their respective owners or you can go through the next sections with extracts from the Scrum guide.

What is the Product Backlog?

Here are some parts taken from the Scrum Guide that will help you understand the meaning of Product Backlog in Scrum:

✓ What is the Product Backlog?

✓ Product Owner is accountable for the Product Backlog

Sprint Backlog and Product Backlog during Sprint Planning

✓ Developers select items from the Product Backlog to include in the current Sprint

✓ How does work on each Backlog Item gets done?

✓ What happens to the Product Backlog during Sprint Review?

Sprint Backlog and Product Backlog during the Sprint

✓ The developers are accountable for creating the sprint backlog i.e. the plan for the Sprint

✓ Sprint Backlog is a plan for and done by developers and is composed of a Sprint Goal a set of Product Backlog Items and a plan to deliver the increment.

✓ Sprint backlog can be changed as long as it doesn’t endanger the Sprint Goal by negotiation with the Product Owner. Product Backlog can and should be refined continuously as needed. ✓ The daily is done to adjust the Sprint Backlog as necessary adjusting the upcoming work and checking the progress towards the Sprint Goal

References:

• Scrum Guide, 2021

• Introduction to the Nexus Framework Whitepaper@ Scrum.org by Simon Bourk & Patricia Kong, 2016

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Multiple Scrum Teams working on the same project must have the same Sprint start date.
A. True
B. False

The best option to understand the Scrum framework is to go through the Scrum Guide (https://scrumguides.org/index.html) several times as your primary source of information.

In this case, since the question includes multiple scrum teams you might also want to look at the Nexus Framework primary source (https://www.scrum.org/resources/scaling-scrum). 

Here are some quotes from the Scrum Guide that I found relevant when working on a single product with multiple Scrum teams:

“If Scrum Teams become too large, they should consider reorganizing into multiple cohesive Scrum Teams, each focused on the same product. Therefore, they should share the same Product Goal, Product Backlog, and Product Owner.”

Scrum.org

“Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value.”

Scrum.org

“The Developers are required to conform to the Definition of Done. If there are multiple Scrum Teams working together on a product, they must mutually define and comply with the same Definition of Done.”

Scrum.org

A Nexus works within the boundaries of a Sprint(30 days or less), as in Scrum. If absolutely necessary, teams can work on different Sprint lengths, but there must be a common denominator. Teams must deliver into the increment at least at the end of each of their Sprints.

Introduction to the Nexus Framework Whitepaper@ Scrum.org

References:

Scrum Guide, 2021

Introduction to the Nexus Framework Whitepaper@ Scrum.org by Simon Bourk & Patricia Kong, 2016

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