SFC - Scrum Fundamentals

Applicable

Portfolios, programs, and/or projects in any industry

Products, services, or any other results to be delivered to stakeholders

Projects of any size or complexity

Overview

Defined by the Project Vision Statement

Impacted By

Time

Cost

Scope

Quality

Resources

Organizational Capabilities

Scrum is

Adaptative

Iterative

Fast

Flexible

Effective

designed to deliver significant value quickly
and throughout a project

cross-functional, self-organized, and empowered teams who dividetheir work into short, concentrated work cycles called Sprints

Sprint generally lasts between one and six weeks
and involves the Scrum Team working

Why Use Scrum?
Key benefits

Adaptability

Transparency

Continuous Feedback

Continuous Improvement

Continuous Delivery of Value

Sustainable Pace

Early Delivery of High Value

Efficient Develpment Process

Motivation

Faster Problem Resolution

Effective Deriverables

Customer Centric

High Trust Eviroment

Collective Ownership

High Velocity

Innovative Environment

Large projects may have multiple Scrum Teams working in parallel making it necessary to synchronize and facilitate the flow of information and enhance communication

Scrum core team
members include

Product Owner

Scrum Master

Scrum Team

Divison of the SBOK

Principles

expand on the six principles which form the foundation on which
Scrum is based

Apects

7 describe the five aspects that are important
considerations for all Scrum projects

Processes

nineteen fundamental Scrum processes
and their associated inputs, tools, and outputs

Scrun Principles

Empirical Process Control

Self-Organization

Collaboration

Value-based Prioritization

Time-boxing

Iterative Development

Transparency

Inspection

Adaptation

Awareness

Articulation

Appropriation

deliver maximum business value,
from early in the project and continuing throughout

Sprints

Daily Standup Meetings

Sprint Planning Meetings

Sprint Reviw Meetings

delineates the Product Owner’s and organization’s responsibilities related to iterative development

Scrum Aspects

Organization
defined roles and responsibilities
in a Scrum project

Core Roles
mandatorily required for producing

Produc Owner

Responsible for achieving maximum business value

Responsible for articulating customer requirements

Maintaining business justification for the project.

The Voice of the Customer

Scrum Master

Facilitator who ensures that the Scrum Team

Guides, facilitates, and teaches Scrum practices

Clears impediments for the team

Ensures that Scrum processes are being followed

Non-core Roles
not mandatorily

Stakeholder(s)

customers, users, and sponsors

influence the project throughout the
project’s development

is for the stakeholders that the project produces
the collaborative benefits

Scrum Guidance Body (SGB)

set of documents and/or a group of experts who are typically involved with defining objectives related to quality, government regulations, security, and other key organizational parameters

Vendors

external individuals or organizations, provide products and/or services that are not within the core competencies of the project organization.

Business Justification
Value-driven Delivery

Scrum attempts to start delivering results
as early in the project as possible.

Product Owner is primarily responsible
for business justification

Quality
Acceptance Criteria

Approach of continuous improvement whereby the team learns from experience and stakeholder engagement to constantly keep the Prioritized Product Backlog updated with any changes in requirements

Any changes to the requirements reflect changes in
the internal and external business environment and allow the team to continually work and adapt

important quality-related tasks (e.g., development, testing, and documentation) are completed as part of the same Sprint by the same team

continuous improvement with repetitive testing optimizes the probability of achieving the expected quality levels in a Scrum project

Change
designed to embrace change

stakeholders change their mind about what they want and need throughout a project (sometimes referred
to as “requirements churn")

change by using short, iterative Sprints that incorporate customer feedback on each Sprint’s deliverables

Risk
uncertain event

Risks that are likely to have a positive impact on the project are referred to as opportunities, whereas threats are risks that could affect the project in a negative manner

Scrum Processes

Initiate

Create Project Vision

Identify Scrum Master and Stakeholders

Form Scrum Team

Develop Epic(s)

Create Prioritized Product Backlogs

Conduct Release Planning

Plan and Estimate

Create User Stories

Estimate Users Stories

Commit User Stories

Identify Tasks

Estimate Tasks

Create Sprint Backlog

Implement

Create Deliverables

Conduct Daily Standup

Groom Prioritized Product Backlog

Review and Retrospect

Demonstrate and Validate Sprint

Retrospect Sprint

Release

Ship Deliverables

Retrospect Project

For large scale Scrum

Scrum for large projects

Create large projects component

Conduct and coordinate sprints

Prepare large projects release

Scrum for the enterprise

Create program or portfolio components

Review and update scrum guidance body

Create and groom program or portfolio backlog

Coordinate program or portfolio components

Retrispect program or portfolio releases