An ordered list of all features, requirements, improvements and fixes that constitute changes to the product in future releases.

Is the single source of requirements for any changes to be made to the product

Is never complete, is dynamic, constantly changes to identify what the product needs to be appropriate, useful and competitive.

Items have the attributes of a description, order, estimate, and value.

* As a product is used, the Product Backlog becomes a larger list, cause market provides feedback of it

The PO is responsible for its content, availability, and ordering

Is the act of adding detail, estimates and order to items

Is an ongoing process in which PO and Dev Team collaborate on details of the items

* Scrum Team decides how and when refinement is done (usually consumes 10% of the capacity of the Dev Team)

* Items can be updated at any time by the PO

Higher ordered items are usually clearer and more detailed than lower ordered ones.

Items ready for selection in a Sprint Planning (refined and can be 'done' by the Dev Team within one sprint)

The Dev Team is responsible for all estimates (PO may influence by helping it understand)

PO tracks the total work remaining to reach a goal at least at every Sprint Review

PO compares it to previous Sprint Reviews to assess progress

*Projective practices like Burn-downs are useful. However, this does not replace empiricism (only what hashappened can be used for forward-looking decision-making).

Is the set of Product Backlog items selected for the sprint plus a plan for delivering an Increment and meeting the Sprint Goal

Is a forecast by the Dev Team of what functionality will be in the next increment and the work necessary to delivery it

It includes at least one high priority process improvement identified in the previous Retrospective meeting.

Only the Dev team can change its Sprint Backlog

Dev team modifies the Sprint Backlog thoughout the Sprint, and the Sprint Backlog emerges during the Sprint

If elements are deemed unnecessary are removed from the plan

The Dev Team in agreement with the PO define the Sprint Backlog Scope

Dev Team tracks the work remaining in every Daily Scrum and can manage its progress

Used in Daily Scrum as a reference to understand changes in progress

Sum of all product backlog items completed in the Sprint and the value of the increments of all previous sprints

The increment is an step toward a goal.

Doing all work needed to meet the definition of "Done"

Updating Sprint tasks properly in the tracking tool

(SM)

Responsible for promoting and supporting Scrum (manages the scrum framework)

Servant-leader for the ScrumTeam

Helps everyone in understanding Scrum theory, practices, rules and values.

Helps those outside of the team to understand helpful and bad interactions with the Scrum team.

Helps everyone change interactions with the Scrum team to maximize the value created.

Finding techniques for effective Product Backlog Management

Ensuring that the PO knows how to arrange the Product Backlog

Understanding and practicing agility

Facilitating Scrum events

Coaching self-organization and cross-functionality

Removing impediments

Helping to create high-value products

Facilitating Scrum events

Leading and coaching Scrum adption

Planning Scrum implementations

Helping employees and stakeholders understand and enact Scrum

Causing change that increases the productivity of the team

Working with other SM to increase the effectiveness of the implementation of Scrum

(DEV TEAM)

Professionals who do the work of delivering a potentially releasable Increment each sprint

Structured to manage their own work, optimizing the team's overall efficiency and effectiveness

*Someone in the Dev Team can also play SM's role

Only members of the Dev Team create the increment

Responsible for tracking the remaining work of the Sprint

fewer than 3 (decrease interaction, skills constraints, smaller productivity gains)

more than 9 (requires too much coordination, generates complexibility for an empirical process)

self-organizing

cross-functional

no titles for the members

no sub-teams in the Dev team

members may have specialized skills and areas of focus, butaccountability belongs to the Dev Team as a whole

a sole person not a committee

Management of the Product Backlog:

clearly expressing items

prioritizing items

optimizing the value of the product resulting from work of the Dev Team

ensuring transparency and clear to all, and what the team will do next

ensuring the Dev Team understand items;

*The Dev Team can do it, but the PO is accountable for it.

-Ensure that the most valuable functionality is produced first

Interacting with stakeholders

to create a "done", useable and potentially releasable product increment

1 month or less

(if the horizon is too long, the definition of "done" may change, complexity and risk may increase).

*Is better to have sprints of consistency length

Time-boxing promotes self-organization by:

helping everyone to focus on the same problem at the same time

encouraging people to creat the best result in the given time

the Sprint Planning, Daily Scrum, the development work, Sprint Review and the Sprint Retrospective.

Starts right after the previous sprint

Changes that affect the sprint goal are not made;

Quality goals do not diminish;

Scope may be cleared up and negotiated between the PO and Dev Team.

Predictability by ensuring inspection and adaptation of progress toward a sprint goal every 1 month

Limit risk to 1 month of cost;

Authority

Motives

What happens

Consumes resources and is often traumatic and very uncommon

Level of uncertainty over the technology that is going to be used

Risk of being disconnected from the expectations of stakeholders

The ability to go to market with a product release

Plan the work to be performed in the Sprint

entire Scrum Team

*People outside scrum are also allowed

8h for one-month sprints

What can be delivered in the Increment of the Sprint?

PO discusses the objective of the sprint and items that, if completed, would achieve the sprint goal.

Dev Team forecasts the functionality that will be developed

Entire Scrum Team collaborates on understanding the work of the Sprint

Dev Team (only) defines number of items selected from the product Backlog

How will the work needed be achieved?

Dev Team decides how it will build the functionality into a 'done' product increment;

Dev Team usually starts by designing the system and the work needed to convert the backlog into an Increment;

Work planned for the first days of the sprint is decomposed by the end of this meeting to units of one day or less;

PO can help to clarify selected items and and make trade-offs.

*Dev Team can invite other people to attend to provide technical or domain advice.

Product backlog, latest product increment, projected capacity of the Dev Team, past performance of the Dev Team.

Sprint Goal

Sprint Backlog

-ensures that the event takes place

-attendees understand its purpose

-teaches to keep the event whithin the time-box

Plan the work for the next 24 h

Inspect progress toward the sprint goal

inspect how progress is trending toward completing the work in the sprint backlog

Dev Team (defines the structure of the meeting and is responsible for conducting it)

15 min

every day of the Sprint (at the same time and place to reduce complexity)

Optimize the probability of meeting the Sprint goal

Improve communications, eliminate other meetings, identify impediments, promote quick decision making;

Optimize team collaboration and performance by inspecting the work

Key inspect and adapt meeting.

What did I do yesterday that helped the Dev team meet the sprint goal?

What will I do today to help the Dev team meet the sprint goal?

Do I see any impediment that prevents me or the Dev team from meeting the sprint goal?

Ensures that the meeting happens;

Teaches the Dev team to keep the meeting within the time-box

Ensure that others do not disrupt the meeting

a shared understanding of the most important work to be performed next to achieve the sprint goal

new impediments for the SM remove

Inspect the increment and adapt the Product Backlog if necessary

Attendees collaborate on what was done and the next things that could be done to optimize value

To demonstrate the Product Backlog items completely "done" and to receive feedback from the PO

*Informal meeting, not a status meeting

Scrum Team and Stakeholders invited by the PO

*People outside scrum are also allowed

at the end of the Sprint

4h for one-month sprint

PO explains what items have been 'done' and not been 'done';

Dev Team discusses what went well and problems it ran through;

Dev Team demonstrates the work 'done' and answers questions about the increment;

PO discusses the current Product Backlog and projects targets and delivery dates;

Attendees collaborate on what to do next (valuable input to the next Sprint Planning);

Review changes in marketplace and potential use of the product;

Review timeline, budget, capabilities and marketplace for the next releases of functionalities.

Revised Product Backlog with probable items for the next Sprint

Adjusted Product Backlog to meet new opportunities

Ensures that the event takes place

Attendees understand its purpose

Teaches to keep the event whithin the time-box

opportunity for the Scrum team to inspect itself and create a plan for improvements during the next sprint.

Inspect the last sprint considering people, relationships, process and tools;

Identify and order major items that went well and potential improvements;

Create a plan for implementing improvements in the Scrum team;

SM, Dev Team, PO

3h for one month sprints

after the Review Sprint and prior to the next Sprint Planning

Plan to increase product quality (by improving work processes or adapting the definition of "Done")

Improvements identified to be implemented in the next Sprint

* Improvements may be implemented at any time, the Retrospective is a formal opportunity to focuson inspection and adaptation.

Participates as a peer team member (accountability over the Scrum process)

Ensures the meeting is positive and productive

Encourages the Scrum Team to improve its development process and practices

Teaches all to keep it within the time-box