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bring backlog items to Done. Team has a Scrum Master (SM). Whole team knows top 1-3 impediments. SM has strategy for how
The bottom line
Core Scrum
If you achieve these you can ignore the rest of the checklist. Your process is fine.
These are central to Scrum. Without these you probably shouldn’t call it Scrum.
Delivering working, tested software every 4 weeks or less Delivering what the business needs most Process is continuously improving
Clearly defined product owner (PO)
the unofficial
Scrum Checklist
Retrospective happen after every sprint Results in concrete improvement proposals Some proposals actually get implemented Whole team + PO participates PO has a product backlog (PBL)
Henrik Kniberg
Recommended but not always necessary Most of these will usually be needed, but not always all of them. Experiment! Team has all skills needed to bring backlog items to Done Team members not locked into specific roles
Sprint tasks are estimated Estimates for ongoing tasks are updated daily
PO is empowered to prioritize
Top items are prioritized by business value
Iterations that are doomed to fail are terminated early
PO has knowledge to prioritize
Top items are estimated
PO has direct contact with team
Estimates written by the team
PO has product vision that is in sync with PBL
PO has direct contact with stakeholders
Top items in PBL small enough to fit in a sprint
PO speaks with one voice (in case PO is a team)
PO understands purpose of all backlog items
Team has a sprint backlog
Have sprint planning meetings
Highly visible
PO participates
Updated daily
PO brings up-to-date PBL
Owned exclusively by the team
Whole team participates Results in a sprint plan
Daily Scrum happens Whole team participates Problems & impediments are surfaced
Whole team believes plan is achievable PO satisfied with priorities
All items in sprint plan have an estimate
Everyone on the team participates in estimating
PO uses velocity for release planning
PO available when team is estimating
Velocity only includes items that are Done
Estimate relative size (story points) rather than time
Team has a sprint burndown chart
Whole team knows top 1-3 impediments SM has strategy for how to fix top impediment SM focusing on removing impediments Escalated to management when team can’t solve Team has a Scrum Master (SM) SM sits with the team
Iteration length 4 weeks or less
Shows working, tested software
Always end on time
Feedback received from stakeholders & PO
Team not disrupted or controlled by outsiders
Have Definition of Done (DoD) DoD achievable within each iteration Team respects DoD
Team usually delivers what they committed to Team members sit together Max 9 people per team
Velocity is measured
PBL and product vision is highly visible
Timeboxed iterations Demo happens after every sprint
PBL items are broken into tasks within a sprint
Highly visible Updated daily Daily Scrum is every day, same time & place PO participates at least a few times per week Max 15 minutes Each team member knows what the others are doing
Scaling
Positive indicators
These are pretty fundamental to any Scrum scaling effort.
Leading indicators of a good Scrum implementation.
You have a Chief Product Owner (if many POs)
Having fun! High energy level.
Dependent teams do Scrum of Scrums
Overtime work is rare and happens voluntarily
Dependent teams integrate within each sprint
Discussing, criticizing, and experimenting with the process
PO = Product owner SM = Scrum Master PBL = Product Backlog DoD = Definition of Done http://www.crisp.se/scrum/checklist | Version 2.1 (2009-08-17)
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