2017 SCRUM GUIDE CHANGES USES OF SCRUM (NEW SECTION) 2017 CONTENT CHANGES AND ADDITIONS

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1 2017 SCRUM GUIDE CHANGES In November 2017, Ken Schwaber and Jeff Sutherland, creators and authors of the Scrum Guide, made updates to the document. The changes, which include the addition of a new section entitled, Uses of Scrum, are focused on responses and input from Scrum users. Read on to see the changes. USES OF SCRUM (NEW SECTION) Scrum was initially developed for managing and developing products. Starting in the early 1990s, Scrum has been used extensively, worldwide, to: 1. Research and identify viable markets, technologies, and product capabilities; 2. Develop products and enhancements; 3. Release products and enhancements, as frequently as many times per day; 4. Develop and sustain Cloud (online, secure, on-demand) and other operational environments for product use; and, 5. Sustain and renew products. Scrum has been used to develop software, hardware, embedded software, networks of interacting function, autonomous vehicles, schools, government, marketing, managing the operation of organizations and almost everything we use in our daily lives, as individuals and societies. As technology, market, and environmental complexities and their interactions have rapidly increased, Scrum s utility in dealing with complexity is proven daily. Scrum proved especially effective in iterative and incremental knowledge transfer. Scrum is now widely used for products, services, and the management of the parent organization. The essence of Scrum is a small team of people. The individual team is highly flexible and adaptive. These strengths continue operating in single, several, many, and networks of teams that 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. When the words develop and development are used in the Scrum Guide, they refer to complex work, such as those types identified above CONTENT CHANGES AND ADDITIONS Aside from the new section, minor (but meaningful) text changes were made to the existing content. Read below to see the changes, which are annotated in bold. P U RP O SE O F T HE SCRU M GUI D E Added delivering to the purpose of Scrum D E F I NI TI O N O F SCRU M

2 o FROM: Scrum is not a process or a technique for building products o TO: Scrum is not a process, technique, or definitive method. o FROM: Scrum makes clear the relative efficacy of your product management and development practices so that you can improve. o TO: Scrum makes clear the relative efficacy of your product management and work techniques so that you can continuously improve the product, the team, and the working environment. THE SCRU M TE A M Added to the end of the first paragraph o The Scrum Team has proven itself to be increasingly effective for all the earlier stated uses, and any complex work. THE PRO D U CT OWNE R o FROM: The Product Owner is responsible for maximizing the value of the product and the work of the Development Team. o TO: The Product Owner is responsible for maximizing the value of the product resulting from the work of the Development Team. Changed in the last paragraph o FROM: No one is allowed to tell the Development Team to work from a different set of requirements, and the Development Team isn t allowed to act on what anyone else says. o TO: No one can force the Development Team to work from a different set of requirements (removed). THE DEVE LO P ME N T TEA M Changed in the list of bullet points describing the Development Team o FROM: Scrum recognizes no titles for Development Team members other than Developer, regardless of the work being performed by the person; there are no exceptions to this rule; o TO: Scrum recognizes no titles for Development Team members (removed), regardless of the work being performed by the person; (removed) Changed in the list of bullet points describing the Development Team o FROM: Scrum recognizes no sub-teams in the Development Team, regardless of particular domains that need to be addressed like testing or business analysis; there are no exceptions to this rule; o TO: Scrum recognizes no sub-teams in the Development Team, regardless of (removed) domains that need to be addressed like testing (removed), architecture, operations, or business analysis; (removed) and; Changed in the sub-section Development Team Size o FROM: Large Development Teams generate too much complexity for an empirical process to manage. o TO: Large Development Teams generate too much complexity for an empirical process to be useful. THE SCRU M MASTER o FROM: The Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules. o TO: 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. Added in the sub-section Scrum Master Service to the Product Owner o Ensuring that goals, scope, and product domain are understood by everyone on the Scrum Team as well as possible;

3 THE SP RI N T o FROM: Each Sprint has a definition of what is to be built, a design and flexible plan that will guide building it, the work, and the resultant product. o TO: Each Sprint has a goal of what is to be built, a design and flexible plan that will guide building it, the work, and the resultant product increment. Changed in the last paragraph under the sub-section Cancelling a Sprint o FROM: Sprint cancellations consume resources, since everyone has to regroup in another Sprint Planning to start another Sprint. o TO: Sprint cancellations consume resources, since everyone regroups in another Sprint Planning to start another Sprint. SP RI N T PLA N NI N G Changed in the last paragraph under the sub-section Topic One: What can be done this Sprint? o FROM: After the Development Team forecasts the Product Backlog items it will deliver in the Sprint, the Scrum Team crafts a Sprint Goal. o TO: During Sprint Planning the Scrum Team also crafts a Sprint Goal. under the sub-section Topic Two: How will the chosen work get done? o FROM: The Development Team may also invite other people to attend in order to provide technical or domain advice. o TO: The Development Team may also invite other people to attend (removed) to provide technical or domain advice. under the sub-section Sprint Goal o FROM: In order to satisfy the Sprint Goal, it implements the functionality and technology. o TO: In order to satisfy the Sprint Goal, it implements (removed) functionality and technology. D A I LY SCRU M Various paragraphs were reordered, but the content was kept the same, except as noted below. o FROM: The Daily Scrum is a 15-minute time-boxed event for the Development Team to synchronize activities and create a plan for the next 24 hours. This is done by inspecting the work since the last Daily Scrum and forecasting the work that could be done before the next one. o TO: The Daily Scrum is a 15-minute time-boxed event for the Development Team. The Daily Scrum is held every day of the Sprint. At it, the Development Team plans work for the next 24 hours. This optimizes team collaboration and performance by inspecting the work since the last Daily Scrum and forecasting upcoming Sprint work. o FROM: During the meeting, the Development Team members explain: o TO: The structure of the meeting is set by the Development Team and can be conducted in different ways as long as they are focusing on progress toward the Sprint Goal. Some Teams will use questions, some will be more discussion based. Here is an example of what might be used: Changed in the sixth paragraph o FROM: The Scrum Master enforces the rule that only Development Team members participate in the Daily Scrum. o TO: The Daily Scrum is an internal meeting for the Development Team. If others are present, the Scrum Master ensures that they do not disrupt the meeting. SP RI N T RE VI E W o FROM: This is a four-hour time-boxed meeting for one-month Sprints. o TO: This is at most a four-hour (removed) meeting for one-month Sprints.

4 o FROM: The Scrum Master ensures that the event takes place and that attendants understand its purpose. The Scrum Master teaches all to keep it within the time-box. o TO: The Scrum Master ensures that the event takes place and that attendees understand its purpose. The Scrum Master teaches everyone involved to keep it within the time-box. Changed in the bulleted list describing what happens in the Sprint Review o FROM: The Product Owner discusses the Product Backlog as it stands. He or she projects likely completion dates based on progress to date (if needed); o TO: The Product Owner discusses the Product Backlog as it stands. He or she projects likely target and delivery dates based on progress to date (if needed); Changed in the bulleted list describing what happens in the Sprint Review o FROM: Review of the timeline, budget, potential capabilities, and marketplace for the next anticipated release of the product. o TO: Review of the timeline, budget, potential capabilities, and marketplace for the next anticipated releases of functionality or capability of the product. SP RI N T RE T RO SP E CTI VE o FROM: This is a three-hour time-boxed meeting for one-month Sprints. o TO: This is at most a three-hour (removed) meeting for one-month Sprints. Added in the second paragraph o The Scrum Master ensures that the meeting is positive and productive. Changed in the fourth paragraph o FROM: During each Sprint Retrospective, the Scrum Team plans ways to increase product quality by adapting the definition of Done as appropriate. o TO: During each Sprint Retrospective, the Scrum Team plans ways to increase product quality by improving work processes or adapting the definition of Done, if appropriate and not in conflict with product or organizational standards. P RO D U CT BA CK LO G o FROM: The Product Backlog is an ordered list of everything that might be needed in the product and is the single source of requirements for any changes to be made to the product. o TO: The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of requirements for any changes to be made to the product. o FROM: The earliest development of it only lays out the initially known and best-understood requirements. o TO: The earliest development of it (removed) lays out the initially known and best-understood requirements. o FROM: As long as a product exists, its Product Backlog also exists. o TO: If a product exists, its Product Backlog also exists. Added to the third paragraph o Product Backlog items often include test descriptions that will prove its completeness when done. under the sub-section Monitoring Progress Toward Goals o FROM: Only what has happened may be used for forward-looking decision-making. o TO: Only what has already happened may be used for forward-looking decision-making. SP RI N T BACK LO G o FROM: The Sprint Backlog makes visible all of the work that the Development Team identifies as necessary to meet the Sprint Goal.

5 o TO: The Sprint Backlog makes visible all (removed) the work that the Development Team identifies as necessary to meet the Sprint Goal. Added to the second paragraph o To ensure continuous improvement, it includes at least one high priority process improvement identified in the previous Retrospective Meeting. I N C RE M E N T Added to the first paragraph o An increment is a body of inspectable, done work that supports empiricism at the end of the Sprint. The increment is a step toward a vision or goal. o FROM: It must be in useable condition regardless of whether the Product Owner decides to actually release it. o TO: The Increment must be in useable condition regardless of whether the Product Owner decides to (removed) release it. D E F I NI TI O N O F D O NE Added to the last paragraph o New definitions, as used, may uncover work to be done in previously Done increments. ACK N O WLE D GM E N T S PE O P LE Minor edits/changes (i.e. all of them worked together). ACK N O WLE D GE M E N T HI ST O RY Minor edits/changes (Newspage is listed as one of the first companies to try Scrum, adds evolved when referencing the updates) o FROM: These optimize productivity, value, creativity, and pride. o TO: These may increase productivity, value, creativity, and satisfaction with the results.