‭Craig Larman & Bas Vodde‬

‭(original by Ken Schwaber & Jeff Sutherland)‬

‭The Scrum Guide‬

‭(LeSS Version)‬

‭July 2024‬
‭Purpose of the Scrum Guide‬
‭ crum is a framework for developing, delivering, and sustaining complex products. This Guide‬
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‭contains the definition of Scrum. This definition consists of Scrum’s roles, events, artifacts, and‬
‭the rules that bind them together. Each element of the framework serves a specific purpose‬
‭that is essential to the overall value and results realized with Scrum. Changing the core design‬
‭or ideas of Scrum, leaving out elements, or not following the rules of Scrum, covers up‬
‭problems and limits the benefits of Scrum, potentially even rendering it useless.‬

‭Ken Schwaber and Jeff Sutherland lead the development of the Scrum framework.‬

‭ eSS (Large-Scale Scrum) is an organizational system that evolved as a result of applying‬

L
‭Scrum to‬‭multi-team‬‭product development. LeSS is defined‬‭by the LeSS Rules. The LeSS rules‬
‭assume Scrum structures within the teams and Scrum concepts on the whole product level (as‬
‭defined in this guide).‬

‭ hy this update to the Guide? The latest versions of Scrum and LeSS have evolved in parallel‬
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‭which has led to the assumed Scrum in Large-Scale‬‭Scrum‬‭being a combination of different‬
‭Scrum versions, creating inconsistency, and potentially a more complicated and less adaptive‬
‭organization in a multi-team situation.‬

‭ his version of the Guide describes Scrum as assumed in LeSS. Craig Larman and Bas Vodde‬
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‭developed LeSS and this version of the Guide based on the‬‭Scrum Guide‬‭by Ken Schwaber.‬

‭ his publication is offered for license under the Attribution Share-Alike license of Creative‬
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‭Commons, accessible at‬‭https://creativecommons.org/licenses/by-sa/4.0/legalcode‬‭and also‬
‭described in summary form at‬‭https://creativecommons.org/licenses/by-sa/4.0/‬‭.‬‭By utilizing‬
‭this Scrum Guide, you acknowledge and agree that you have read and agree to be bound by‬
‭the terms of the Attribution Share-Alike license of Creative Commons.‬

‭1‬
‭Purpose of the Scrum Guide‬ ‭1‬

‭Scrum Definition‬ ‭3‬

‭Scrum Theory‬ ‭3‬

‭Transparency‬ ‭3‬
‭Inspection‬ ‭4‬
‭Adaptation‬ ‭4‬

‭Scrum Values‬ ‭4‬

‭Scrum‬ ‭5‬
‭Team‬ ‭5‬
‭Product Owner‬ ‭6‬
‭Scrum Master‬ ‭6‬

‭The Sprint‬ ‭7‬

‭Scrum Events‬ ‭8‬

‭Sprint Planning‬ ‭8‬
‭Daily Scrum‬ ‭9‬
‭Sprint Review‬ ‭10‬
‭Sprint Retrospective‬ ‭10‬
‭Product Backlog Refinement‬ ‭10‬

‭Scrum Artifacts‬ ‭11‬

‭Product Backlog‬ ‭11‬
‭Sprint Backlog‬ ‭11‬
‭Increment‬ ‭12‬

‭Definition of Done‬ ‭12‬

‭End Note‬ ‭13‬

‭Acknowledgements‬ ‭13‬
‭People‬ ‭13‬
‭Scrum Guide History‬ ‭13‬
‭Summary of updates in LeSS version‬ ‭14‬

‭2‬
‭Scrum Definition‬
‭ crum is a lightweight framework that helps organizations to productively and creatively deliver‬
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‭a product of the highest possible value that addresses complex adaptive problems.‬

‭In a nutshell, Scrum requires:‬

‭ .‬ A
1 ‭ Product Owner orders the ideas for incrementally creating a product.‬
‭2.‬ ‭The Team turns a selection of these ideas into a valuable product increment.‬
‭3.‬ ‭The Team, Product Owner and stakeholders together inspect the results and adjust for the‬
‭next Sprint.‬
‭4.‬ ‭Repeat.‬

‭ he Scrum framework is purposefully incomplete. It provides a shell that requires the collective‬
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‭intelligence of the people using it to fill it in. It makes transparent the relative efficacy of current‬
‭management, environment, and work techniques, so that continuous improvement of the‬
‭product, the team, and the working environment can happen.‬

‭ crum is simple. Rather than provide people with detailed instructions, the rules of Scrum bind‬
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‭together the roles, events, and artifacts, governing the relationships and interaction between‬
‭them. The rules of Scrum are described throughout the body of this document.‬

‭Scrum Theory‬
‭ crum is founded on empiricism. Empiricism asserts that knowledge comes from experience‬
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‭and making decisions based on what is observed. Scrum employs an iterative, incremental‬
‭approach to optimize adaptiveness and to expose risks early.‬

‭Three pillars uphold empiricism: transparency, inspection, and adaptation.‬

‭Transparency‬
‭ crum both enables and requires transparency. It enables transparency by defining‬
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‭inspect-adapt points. But it requires the emergent process and product to be transparent to‬
‭those performing the work as well as those receiving the product. Transparency enables‬
‭inspection. Inspection without transparency is misleading and wasteful.‬

‭3‬
‭Inspection‬
‭ he progress and process must be inspected frequently and diligently to discover potential‬
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‭improvements and new opportunities to increase value delivery, adaptiveness, effectiveness,‬
‭and work satisfaction. To help with inspection, Scrum provides cadence in the form of its four‬
‭events.‬

I‭nspection enables adaptation. Inspection without adaptation is considered pointless. Scrum‬

‭events are designed to provoke change.‬

‭Adaptation‬
I‭f potential improvements or new opportunities are discovered then the process used and/or‬
‭product produced can be adjusted. The adjustment must be made as soon as possible to‬
‭maximize value delivery.‬

‭ daptation becomes more difficult when the people involved are not empowered or‬
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‭self-managing.‬

‭Scrum Values‬
‭Successful use of Scrum depends on people becoming more proficient in living five values:‬

‭Commitment, Focus, Openness, Respect, and Courage‬

‭ he Team commits to continuously improving and to supporting each other. Their primary‬
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‭focus is on the work in the Sprint to make the best possible progress. The Team, Product‬
‭Owner and its stakeholders are open about the work and the challenges. Team members‬
‭respect each other to be capable, independent people, and are respected as such by the‬
‭people with whom they work. The Team members have the courage to do the right thing, to‬
‭work on tough problems.‬

‭ hese values give direction with regard to the work, actions, and behavior. The decisions that‬
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‭are made, the steps taken, and the way Scrum is used should reinforce these values, not‬
‭diminish or undermine them. When these values are embodied by the Team and the people‬
‭they work with, the empirical Scrum pillars of transparency, inspection, and adaptation come to‬
‭life building trust.‬

‭4‬
‭Scrum Roles‬
‭ crum consists of a Scrum Master, a Product Owner, and a Team, all focused on the Product‬
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‭Vision.‬

‭ he Team is small enough to remain nimble and large enough to complete significant work‬
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‭within a Sprint, typically 10 or fewer people. In general, we have found that smaller teams‬
‭communicate better and are more productive. If the Team becomes too large, they should‬
‭consider reorganizing into multiple cohesive teams, each focused on the same product.‬
‭Therefore, they should share the same Product Vision, Product Backlog, and Product Owner.‬

‭ he Team and Product Owner are responsible for all product-related activities from stakeholder‬
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‭collaboration, verification, maintenance, operation, experimentation, research and‬
‭development, and anything else that might be required to create the Product. They are‬
‭structured and empowered by the organization to manage their own work. Working in Sprints‬
‭at a sustainable pace improves focus and consistency.‬

‭Team‬
‭ he Team consists of the people that are committed to creating any aspect of a usable Product‬
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‭Increment each Sprint.‬

‭The Team has the following characteristics:‬

‭●‬ T ‭ he Team is self-managing, meaning they internally decide who does what, when, and‬
‭how — they are responsible for monitoring and managing the process and progress.‬
‭●‬ ‭The Team is cross-functional, the Team members have or can acquire all the skills‬
‭necessary to create a product Increment.‬
‭●‬ ‭The Team has no sub-teams related to topics such as testing, architecture, operations,‬
‭UX or business analysis.‬
‭●‬ ‭The Team members may have specialized skills and areas of focus, but accountability‬
‭belongs to the Team as a whole.‬
‭●‬ ‭The Team recognizes no responsibility-limiting titles or roles for Team members.‬

‭ he specific skills needed by the Team members are often broad and will vary with the domain‬
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‭of work. However, the Team members are always responsible for:‬

‭‬ C
● ‭ reating a plan for the Sprint, the Sprint Backlog;‬
‭●‬ ‭Instilling quality by adhering to a Definition of Done;‬
‭●‬ ‭Adapting their plan each day toward the Sprint Goal; and,‬

‭5‬
 ‭●‬ ‭Holding each other accountable as professionals.‬

‭Product Owner‬
‭ he Product Owner is responsible for maximizing the value of the product resulting from the‬
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‭work of the Team. How this is done may vary widely across organizations.‬
‭The Product Owner is also accountable for effective Product Backlog management, which‬
‭includes:‬

‭‬ D
● ‭ eveloping and explicitly communicating the Product Vision;‬
‭●‬ ‭Adding Product Backlog items and clearly communicating how they achieve the‬
‭Product Vision;‬
‭●‬ ‭Ordering Product Backlog items; and,‬
‭●‬ ‭Ensuring that the Product Backlog is transparent, and understood.‬

‭ he Product Owner may do the above work or may delegate the responsibility to others.‬
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‭Regardless, the Product Owner remains accountable.‬

‭ or Product Owners to succeed, the entire organization must respect their decisions. These‬
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‭decisions are transparent in the content and ordering of the Product Backlog, and through the‬
‭inspectable Increment at the Sprint Review.‬

‭ he Product Owner is one person, not a committee. The Product Owner may represent the‬
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‭needs of many stakeholders in the Product Backlog. Those wanting to change the Product‬
‭Backlog can do so by trying to convince the Product Owner.‬

‭Scrum Master‬
‭ he Scrum Master is responsible for establishing Scrum as defined in the Scrum Guide. They‬
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‭do this by helping everyone understand Scrum theory and practice.‬

‭ he Scrum Master is responsible for a well-functioning Team and Product Owner, and for the‬
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‭organization to understand Scrum and use it for the benefits of value delivery and‬
‭adaptiveness. They do this by supporting improvement.‬

‭ crum Masters are true leaders who serve the Team, Product Owner and the larger‬
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‭organization. The Scrum Master serves the Team in several ways, including:‬

‭●‬ ‭Coaching the Team members in self-management and cross-functionality;‬

‭6‬
 ‭●‬ H ‭ elping the Team focus on creating high-value Increments that meet the Definition of‬
‭Done;‬
‭●‬ ‭Causing the removal of impediments to the Team’s progress; and,‬
‭●‬ ‭Ensuring that all Scrum events take place and are positive, productive, and kept within‬
‭the timebox.‬

‭The Scrum Master serves the Product Owner in several ways, including:‬

‭●‬ H ‭ elping find techniques for effective Product Vision definition and Product Backlog‬
‭management;‬
‭●‬ ‭Helping the Product Owner and the Team understand the need for clear and concise‬
‭Product Backlog Items;‬
‭●‬ ‭Helping establish empirical product planning for a complex environment; and,‬
‭●‬ ‭Facilitating stakeholder collaboration as requested or needed.‬

‭The Scrum Master serves the organization in several ways, including:‬

‭‬ L
● ‭ eading, training, and coaching the organization in its Scrum adoption;‬
‭●‬ ‭Planning and advising Scrum adoptions within the organization;‬
‭●‬ ‭Helping employees and stakeholders understand and enact an empirical approach for‬
‭complex work; and,‬
‭●‬ ‭Removing barriers between stakeholders and the Team and Product Owner.‬

‭The Sprint‬
‭ prints are the heartbeat of Scrum, where ideas are turned into value.‬
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‭They are fixed length of one month or less to create consistency. A new Sprint starts‬
‭immediately after the conclusion of the previous Sprint.‬

‭ ll the work necessary to achieve the Product Vision, including Sprint Planning, Daily Scrums,‬
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‭Sprint Review, Sprint Retrospective, and Product Backlog Refinement happen within Sprints.‬

‭During the Sprint:‬

‭‬ N
● ‭ o changes are made that would endanger the Sprint Goal;‬
‭●‬ ‭Quality does not decrease;‬
‭●‬ ‭Scope may be clarified and renegotiated with the Product Owner as more is learned.‬

‭7‬
‭ prints create a rhythm and ensure inspection and adaptation of progress toward a Product‬
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‭Vision. Shorter Sprints can be employed to generate more learning cycles and limit risk of cost‬
‭and effort to a smaller time frame. Each Sprint may be considered a short project.‬

‭ arious practices exist for forecasting progress. While forecasting is needed at times, the‬
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‭forecasting practices do not replace the importance of empiricism. In complex environments,‬
‭what will happen is unknown. Only what has already happened may be used for‬
‭forward-looking decision making.‬

‭ Sprint may be canceled if the Sprint Goal becomes obsolete. Only the Product Owner has‬
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‭the authority to cancel the Sprint.‬

‭Scrum Events‬

‭ ach event in Scrum is a formal opportunity to inspect and adapt. These events are specifically‬
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‭designed to enable the transparency required. Failure to operate any events as prescribed‬
‭results in lost opportunities to inspect and adapt. Events are used in Scrum to create regularity‬
‭and to minimize the need for meetings not defined in Scrum. Optimally, all events are held at‬
‭the same time and place to reduce complexity.‬

‭Sprint Planning‬
‭ print Planning initiates the Sprint by laying out the work to be performed for the Sprint. This‬
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‭resulting plan is created by the collaborative work of the Team and the Product Owner. Other‬
‭people may be invited to attend Sprint Planning to provide advice.‬

‭ he Product Owner ensures that attendees are prepared to discuss the most important‬
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‭Product Backlog items and how they help to achieve the Product Vision.‬

‭Sprint Planning addresses the following topics:‬

‭ hy is this Sprint valuable?‬‭— The Product Owner proposes‬‭how the product could increase‬
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‭its value and utility in the current Sprint. The Team and Product Owner then collaborate to‬
‭define a Sprint Goal that communicates why the Sprint is valuable to stakeholders and how it‬
‭helps to achieve the Product Vision. The Sprint Goal must be finalized prior to the end of Sprint‬
‭Planning.‬

‭8‬
‭ hat can be Done this Sprint?‬ ‭— Through discussion with the Product Owner, the Team‬
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‭selects items from the top of the Product Backlog to include in the current Sprint. The Team‬
‭may refine these items during this process.‬

‭ ow will the chosen work get done?‬‭— For each selected‬‭Product Backlog item, the Team‬
H
‭plans the work necessary to create an Increment that meets the Definition of Done. This is‬
‭often done by decomposing Product Backlog items into smaller tasks of one day or less. How‬
‭this is done is at the sole discretion of the Team.‬

‭ he Sprint Goal is the single objective for the Sprint. It provides flexibility in terms of the exact‬
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‭work needed to achieve it. If the work turns out to be different than they expected, they‬
‭collaborate with the Product Owner to negotiate the scope of the Sprint Backlog within the‬
‭Sprint without affecting the Sprint Goal. The Sprint Goal also creates coherence and focus,‬
‭encouraging the Team to work together rather than on separate initiatives.‬

‭ he Sprint Goal, the Product Backlog items selected for the Sprint, plus the plan for delivering‬
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‭them are together referred to as the Sprint Backlog.‬

‭ print Planning is timeboxed to a maximum of eight hours for a one-month Sprint. For shorter‬
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‭Sprints, the event is usually shorter.‬

‭Daily Scrum‬
‭ he purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the‬
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‭Sprint Backlog as necessary, adjusting the upcoming planned work.‬

‭ he Daily Scrum is a maximum 15-minute event for the Team. To reduce complexity, it is held‬
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‭at the same time and place every working day of the Sprint.‬

‭ he Team can select whatever structure and techniques they want, as long as their Daily Scrum‬
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‭focuses on progress toward the Sprint Goal and produces an actionable plan for the next 24‬
‭hours of work. This creates focus and improves self-management.‬

‭ aily Scrums improve communications, identify impediments, promote quick decision-making,‬

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‭and consequently eliminate the need for some other meetings.‬

‭ he Daily Scrum is not the only time the Team is allowed to adjust their plan. They often meet‬
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‭throughout the day for more detailed discussions about adapting or re-planning the rest of the‬
‭Sprint’s work.‬

‭9‬
‭Sprint Review‬
‭ he purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future‬
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‭adaptations. The Team and Product Owner presents the Product Increment to key stakeholders‬
‭and progress toward the Product Vision is discussed.‬

‭ uring the event, the Team, Product Owner and stakeholders review what was accomplished in‬
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‭the Sprint and what has changed in their environment. Based on this information, attendees‬
‭collaborate on what to do next. The Product Backlog may also be adjusted to meet new‬
‭opportunities. The Sprint Review is a working session and just presentations should be‬
‭avoided.‬

‭ he Sprint Review is the second to last event of the Sprint and is timeboxed to a maximum of‬
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‭four hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.‬

‭Sprint Retrospective‬
‭ he purpose of the Sprint Retrospective is to plan ways to increase quality, effectiveness and‬
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‭enjoyment.‬

‭ he Team inspects how the last Sprint went with regards to individuals, interactions,‬
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‭processes, tools, and their Definition of Done. Inspected elements often vary with the domain‬
‭of work. Assumptions that led them astray are identified and their origins explored. The Team‬
‭discusses what went well during the Sprint, what problems it encountered, and how those‬
‭problems were (or were not) solved.‬

‭ he Team identifies the most helpful changes to improve its effectiveness. The most impactful‬
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‭improvements are addressed as soon as possible. They may even be added to the Sprint‬
‭Backlog for the next Sprint.‬

‭ he Sprint Retrospective concludes the Sprint. It is timeboxed to a maximum of three hours for‬
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‭a one-month Sprint. For shorter Sprints, the event is usually shorter.‬

‭Product Backlog Refinement‬

‭ he purpose of Product Backlog Refinement is to ensure the Product Backlog is‬
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‭well-maintained, prepared for Sprint Planning, and aligned with the Product Vision. Product‬
‭Backlog Refinement is done as either an ongoing activity, part of Sprint Planning, or as a‬
‭separate event during the Sprint.‬

‭10‬
‭ uring Product Backlog Refinement, the Product Owner reinforces the Product Vision. The‬
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‭Team and Product Owner, together with key stakeholders when required, will (1) clarify Product‬
‭Backlog Items that are likely to be selected for the upcoming Sprints, (2) split Product Backlog‬
‭Items that are too large and will be considered relatively soon, and (3) estimate the size of new‬
‭Product Backlog Items or re-estimate existing ones, when required.‬

‭Product Backlog Refinement usually takes a maximum of 10% of the Sprint.‬

‭Scrum Artifacts‬
‭ rtifacts defined by Scrum are specifically designed to maximize transparency of key‬
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‭information so that everybody has the same understanding of the artifact.‬

‭Product Backlog‬

‭ he Product Backlog is an emergent, ordered list of Product Backlog Items, which describe‬
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‭whatever is needed to evolve the product. It is the single source of work undertaken by the‬
‭Team.‬

‭ Product Backlog is never complete. It evolves as the product and the environment evolves.‬
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‭The Product Backlog is dynamic; it constantly changes to identify what the product needs to‬
‭be appropriate, competitive, and useful.‬

‭ roduct Backlog Items may have the attributes such as description, size, and value. The Team‬
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‭is responsible for estimations. Product Backlog Items that the Team can pick up have usually‬
‭been clarified during a previous Product Backlog Refinement.‬

‭Sprint Backlog‬
‭ he Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog Items‬
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‭selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how).‬

‭ he Sprint Backlog is a plan by and for the Team. It is a highly transparent, real-time picture of‬
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‭the work that the Team plans to accomplish during the Sprint to achieve the Sprint Goal.‬
‭Consequently, the Sprint Backlog is updated throughout the Sprint as more is learned. It‬
‭should have enough detail so that they can inspect their progress in the Daily Scrum.‬

‭11‬
‭Increment‬
‭ n Increment is the output of the Sprint and is a concrete stepping stone toward achieving the‬
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‭Product Vision. Each Increment is additive to all prior Increments and thoroughly verified. To‬
‭provide value, the Increment must be usable.‬

‭Definition of Done‬
‭ he Definition of Done is an agreement between the Product Owner and the Team on what is‬
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‭expected for a Product Backlog Item to be declared Done. It usually describes what quality‬
‭criteria the Product Backlog Item needs to meet.‬

‭ he Definition of Done creates transparency by providing everyone a shared understanding of‬

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‭what work was completed as part of the Increment. If a Product Backlog Item does not meet‬
‭the Definition of Done, it cannot be released or even presented at the Sprint Review. Instead, it‬
‭returns to the Product Backlog for future consideration.‬

‭ he team members are required to conform to the Definition of Done. If multiple Teams are‬
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‭working together on a product, they must mutually define and comply with the same Definition‬
‭of Done.‬

‭12‬
‭End Note‬
‭ crum is free and offered in this Guide. The Scrum framework, as outlined herein, is immutable.‬
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‭While implementing only parts of Scrum is possible, the result is not Scrum. Scrum exists only‬
‭in its entirety and functions well as a container for other techniques, methodologies, and‬
‭practices.‬

‭Acknowledgements‬

‭People‬
‭ f the thousands of people who have contributed to Scrum, we should single out those who‬
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‭were instrumental at the start: Jeff Sutherland worked with Jeff McKenna and John‬
‭Scumniotales, and Ken Schwaber worked with Mike Smith and Chris Martin, and all of them‬
‭worked together. Many others contributed in the ensuing years and without their help Scrum‬
‭would not be refined as it is today.‬

‭Scrum Guide History‬

‭ en Schwaber and Jeff Sutherland first co-presented Scrum at the OOPSLA Conference in‬
K
‭1995. It essentially documented the learning that Ken and Jeff gained over the previous few‬
‭years and made public the first formal definition of Scrum.‬

‭ he Scrum Guide documents Scrum as developed, evolved, and sustained for 30-plus years‬
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‭by Jeff Sutherland and Ken Schwaber. Other sources provide patterns, processes, and insights‬
‭that complement the Scrum framework. These may increase productivity, value, creativity, and‬
‭satisfaction with the results.‬

‭ he complete history of Scrum is described elsewhere. To honor the first places where it was‬
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‭tried and proven, we recognize Individual Inc., Newspage, Fidelity Investments, and IDX (now‬
‭GE Medical).‬

‭© 2020 Ken Schwaber and Jeff Sutherland‬

‭ his publication is offered for license under the Attribution Share-Alike license of Creative‬
T
‭Commons, accessible at‬‭https://creativecommons.org/licenses/by-sa/4.0/legalcode‬‭and also‬
‭described in summary form at‬‭https://creativecommons.org/licenses/by-sa/4.0/‬‭. By utilizing‬
‭this Scrum Guide, you acknowledge and agree that you have read and agree to be bound by‬
‭the terms of the Attribution Share-Alike license of Creative Commons.‬

‭13‬
‭Adaptation Notice‬

‭ his document is an adaptation of the original Scrum Guide by Ken Schwaber and Jeff‬
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‭Sutherland. Changes were made to the original document by Craig Larman and Bas Vodde in‬
‭2024, including minor edits and summaries of changes.‬

‭© 2024 Craig Larman and Bas Vodde‬

‭Summary of updates in LeSS version‬

‭ his update to the Scrum Guide has the Scrum Guide 2020 as a basis, yet some parts have‬
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‭been taken from the Scrum Guide 2017 instead. The larger changes are:‬

‭‬
● ‭ e-introduced product instead of “work for complex problem.”‬
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‭●‬ ‭Removed the Scrum Team concept.‬
‭●‬ ‭Renamed Developers to Team.‬
‭●‬ ‭Removed Sprint out of Events and made it a separate thing.‬
‭●‬ ‭Renamed Product Goal to Product Vision.‬
‭●‬ ‭Removed “creating and communicating Product Backlog Items” from Backlog‬
‭Management in the Product Owner section.‬
‭‬
● ‭Removed Topic 1/2/3 terminology and just called it why/what/how.‬
‭●‬ ‭Added Product Backlog Refinement to the Scrum Events, yet mentioned that it can be‬
‭done as an activity rather than an event.‬
‭‬
● ‭Removed the language of commitment to artifacts.‬
‭●‬ ‭Moved Sprint Goal in one place, inside Sprint Planning.‬
‭●‬ ‭Introduced Definition of Done, not as commitment but as an agreement.‬

‭14‬