Scrum is a Framework and a social technology for delivering adaptive solutions in complex environments. It is built on empiricism, transparency, inspection, and adaptation, and is designed to help teams deliver value iteratively and incrementally. Scrum is a framework that helps teams work together to solve complex problems and deliver high-value products. Its about planning.
First Principals
- Empiricism: Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known.
- Self-Organization: Scrum Teams are self-organizing and cross-functional. Self-organizing teams choose how best to accomplish their work, rather than being directed by others outside the team.
- Collaboration: Scrum promotes collaboration among all roles to deliver the highest value.
- Value-Based Prioritization: The Product Owner is responsible for maximizing the value of the product resulting from the work of the Development Team.
- Time-Boxing: Time-boxed events are used to create regularity and to minimize the need for meetings not defined in Scrum.
- Iterative Development: Scrum uses an iterative, incremental approach to optimize predictability and control risk.
- Incremental Delivery: Scrum delivers a potentially releasable product increment at the end of each Sprint.
- Continuous Improvement: Scrum Teams continuously improve through the use of the Scrum Events and by inspecting and adapting the product, processes, and practices.
Values
- Commitment: The Scrum Team commits to achieving the Sprint Goal.
- Focus: The Scrum Team focuses on the work of the Sprint and the goals of the Scrum Team.
- Openness: The Scrum Team and its stakeholders agree to be open about all the work and the challenges with performing the work.
- Respect: Scrum Team members respect each other to be capable, independent people.
- Courage: The Scrum Team has the courage to do the right thing and work on tough problems.
Accountabilities
- Scrum Team – Consists of a Product Owner, Developers, and a Scrum Master. The Scrum Team is self-managing and works collaboratively to deliver a usable Increment every Sprint.
- Product Owner: Accountable for maximising product value and managing the Product Backlog.
- Developers: Accountable for delivering usable Increments that meet the Definition of Done.
- Scrum Master: Accountable for Scrum effectiveness, causing the removal of impediments, and coaching the team.
Events
- Sprint: A fixed-length iteration (≤ 1 month) in which the team creates at least one usable Increment.
- Sprint Planning: Based on the Product Goal, the team plans the work for the Sprint.
- Daily Scrum: Based on the Sprint Goal the Developers plan work for the next 24 hours.
- Sprint Review: Based on the current state of the Product, current business conditions, and possible future business conduction the Scrum Team plans whats next.
- Sprint Retrospective: The Scrum Team plan on how they will change their system to improve the next Sprint.
Artifacts
- Commitments
- Product Goal: The long-term vision for the product.
- Sprint Goal: A tactical objective for the Sprint.
- Definition of Done (DoD): A quality standard for completed work.
Key Accountabilities
Scrum is lightweight, but difficult to master. It is not a process or methodology but a framework that helps teams navigate complexity through empirical process control.
The strongest work on Scrum — ranked by substance, not recency. How this is ranked
The Definition of Done is a Commitment to Quality
Defines the Definition of Done in Scrum as a clear, shared standard for quality, ensuring increments are releasable, transparent, and …
Your Evolving Definition of Done
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Release planning and predictable delivery
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Stop Paying the Hidden Costs of Weak Delivery: Why a Strong Definition of Done Transforms Your Team’s Results
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There Is No Such Thing as a "Junior" Scrum Master
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Great Scrum Masters Need Technical, Business, and Organisational Mastery
Scrum Masters are most effective when they combine leadership skills with technical, business, and organisational mastery to support teams, …
Scrum Teams don’t set the bar for quality, they meet it
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Definition of Done - Objective vs Subjective
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Work can flow across the Sprint boundary
Explains how Scrum teams can strategically allow unfinished work to flow across Sprint boundaries, enhancing throughput, responsiveness, and …
The Definition of Done is a Commitment to Quality
Defines the Definition of Done in Scrum as a clear, shared standard for quality, ensuring increments are releasable, transparent, and …
Your Evolving Definition of Done
Explains how the Definition of Done evolves in Scrum, aligning team practices with organisational standards to ensure consistent quality, …
Release planning and predictable delivery
Explores how agile teams can achieve predictable software delivery through quality focus, effective release planning, and continuous …
The Role of Agency in Scrum: Why Self-Management Without Agency is a Lie
Explains why true Scrum requires real team agency, not just self-management in name, and how lacking agency leads to ineffective, …
Great Scrum Masters Need Technical, Business, and Organisational Mastery
Scrum Masters are most effective when they combine leadership skills with technical, business, and organisational mastery to support teams, …
Balance of Leadership and Control in Scrum
Explores how Scrum Masters and Product Owners balance leadership, authority, and team autonomy to ensure accountability, effective …
There Is No Such Thing as a "Junior" Scrum Master
Argues that the Scrum Master role requires proven mastery and real-world experience, not entry-level skills or certifications, and should be …
Without Delivery, There Is No Value
Value in software is only realised through delivery. Frequent releases validate assumptions, reduce risk, and enable rapid feedback, …
Delivery is the only Measure of Progress in Scrum
Scrum teams must deliver working software to real users every Sprint; true progress is measured by delivery to production, not just by …
Stop Paying the Hidden Costs of Weak Delivery: Why a Strong Definition of Done Transforms Your Team’s Results
Stop paying the hidden costs of weak delivery. Discover how a strong, shared definition of done builds trust, quality, and real agility in …
Acceptance Criteria vs Definition of Done: Why Getting This Right Builds Trust and Delivers Quality Faster
Stop confusing acceptance criteria with definition of done, learn the crucial difference to boost quality, speed, and trust in your agile …
Why Your Definition of Done Is the Secret Weapon for Real Business Impact and Agile Growth
Transform your definition of done into a strategic advantage, deliver real value, reduce risk, and drive business impact with every sprint.
Why Your Definition of “Done” Is Holding Back Quality, Agility, and Trust, And How to Raise the Bar
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How to Evolve Your Definition of Done: Start Small, Grow Smarter, and Build Lasting Momentum
Unlock a smarter Definition of Done, start small, evolve standards, and build team momentum without overwhelm. Discover how progress drives …
Why the Concept of a "Junior Scrum Master" is a Misguided Myth
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Mastering Product Development Costs: Empower Your Team for Financial Success
Learn how to track, manage, and optimise product development costs by empowering teams with financial awareness, key metrics, and continuous …
Unpacking the Scrum Master Role: Moving Beyond Misconceptions to True Accountability
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The Problem with Incompetent Scrum Masters: Why Lack of Skills in Team Context Results in Poor ROI
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The Scrum Guide (February 2010)
Evidence-Based Portfolio Management
322 resources, newest first
Worst trait in unskilled scrum masters?
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One critical skill for a Scrum Master and why?
Teaching is the key skill for Scrum Masters, enabling teams to understand Agile principles, embrace change, and achieve deeper engagement …
Is a scrum master an agile micromanager?
A Scrum Master empowers teams by facilitating, mentoring, and supporting, not micromanaging, fostering trust, collaboration, and continuous …
Unlocking the True Potential of Scrum: Why Professionalism Matters in Agile Teams
Explores how true professionalism in Scrum enables Agile teams to deliver production-ready products, highlighting the importance of …
How would you like to be remembered as a Professional Scrum Trainer? What 3 things matter most to you?
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Is a PSM II certification validation of your skills, or does it develop your skill and capability as a Scrum Master?
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Why Many Scrum Masters Stall at PSM1: The Crucial Role of Passion in Professional Growth
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What is the difference between a newbie scrum master and a professional Scrum Master?
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Is Your Scrum Master Struggling? Discover When to Choose an Agile Process Simulation Workshop
Learn when to use an Agile Process Simulation workshop to support struggling Scrum Masters, improve team dynamics, and foster collaborative, …
How will a PSM II course challenge your assumptions the most?
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Life coaches masquerading as Agile Coaches
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The Truth About Newbie vs Professional Scrum Masters: Bridging the Experience Gap
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Can organisations run an Applying Professional Scrum workshop? How would that help them?
Running an Applying Professional Scrum workshop helps organisations build agile skills, improve teamwork, and adopt Scrum practices through …
Mastering Scrum: Effective Planning and Prioritisation for Agile Success
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Would you recommend the APS course to a newbie scrum team, and Why?
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How does someone become an Agile consultant?
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Unlocking Greatness: How the Right Scrum Master Transforms Teams and Organisations
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What is your best advice for becoming a Scrum Master outside software engineering?
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Why Pursuing Agile Certifications is Your Key to Career Advancement
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Transform Your Scrum Master Journey: Key Insights from the Advanced PSM Course
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What is the most common Aha moment people have in a scrum course?
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Why is Scrum so easy to understand but incredibly hard to master?
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Why did you choose the Scrum.Org track rather than the Scrum Alliance track?
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Why do you think the PSU course has become so popular for product development?
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What is a common mistake made by rookie agile consultants?
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What would you advise a scrum team to do in their first 4 weeks?
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In high competition markets, how does scrum product development help acquire and retain customers?
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What is the hardest part of working with a brand-new scrum team?
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Debunking the Scrum Myth: Why "Twice the Work in Half the Time" is a Misleading Promise
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What does a poor scrum team look, act and feel like?
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