A Guide to the Scrum Body of Knowledge – SCRUMstudy™ – 3rd Edition

1. INTRODUCTION
1.1 Overview of Scrum
1.1.1 Brief History of Scrum
1.2 Why Use Scrum?
1.2.1 Scalability of Scrum
1.3 Purpose of the SBOK™ Guide
1.4 Framework of the SBOK™ Guide
1.4.1 How to Use the SBOK™ Guide?
1.4.2 Scrum Principles
1.4.3 Scrum Aspects
1.4.4 Scrum Processes
1.5 Scrum vs. Traditional Project Management

2. PRINCIPLES
2.1 Introduction
2.2 Roles Guide
2.3 Empirical Process Control
2.3.1 Transparency
2.3.2 Inspection
2.3.3 Adaptation
2.4 Self-organization
2.4.1 Benefits of Self-organization
2.5 Collaboration
2.5.1 Benefits of Collaboration in Scrum Projects
2.5.2 Importance of Colocation in Collaboration
2.6 Value-based Prioritization
2.7 Time-boxing
2.7.1 Scrum Time-boxes
2.8 Iterative Development
2.9 Scrum vs. Traditional Project Management
TABLE OF CONTENTS

3. ORGANIZATION
3.1 Introduction
3.2 Roles Guide
3.3 Scrum Project Roles
3.3.1 Core Roles
3.3.2 Non-core Roles
3.4 Product Owner
3.4.1 Voice of the Customer (VOC)
3.4.2 Chief Product Owner
3.4.3 Program Product Owner
3.4.4 Portfolio Product Owner
3.5 Scrum Master
3.5.1 Chief Scrum Master
3.5.2 Program Scrum Master
3.5.3 Portfolio Scrum Master
3.6 Scrum Team
3.6.1 Personnel Selection
3.6.2 Scrum Team Size
3.7 Scrum in Projects, Programs, and Portfolios
3.7.1 Definition of Project, Program, and Portfolio
3.7.2 Maintaining Stakeholder Involvement
3.8 Summary of Responsibilities
3.9 Scrum vs. Traditional Project Management
3.10 Popular HR Theories and their Relevance to Scrum
3.10.1 Tuckman’s Model of Group Dynamics
3.10.2 Conflict Management
3.10.3 Conflict Management Techniques
3.10.4 Leadership Styles
3.10.5 Maslow’s Hierarchy of Needs Theory
3.10.6 Theory X and Theory Y

4. BUSINESS JUSTIFICATION
TABLE OF CONTENTS
4.1 Introduction
4.2 Roles Guide
4.3 Value-driven Delivery
4.3.1 Responsibilities of the Product Owner in Business Justification
4.3.2 Responsibilities of Other Scrum Roles in Business Justification
4.4 Importance of Business Justification
4.4.1 Factors Used to Determine Business Justification
4.4.2 Business Justification and the Project Lifecycle
4.5 Business Justification Techniques
4.5.1 Estimation of Project Value
4.5.2 Planning for Value
4.5.3 Relative Prioritization Ranking
4.5.4 Story Mapping
4.6 Continuous Value Justification
4.6.1 Earned Value Analysis
4.6.2 Cumulative Flow Diagram (CFD)
4.7 Confirm Benefits Realization
4.7.1 Prototypes, Simulations, and Demonstrations
4.8 Summary of Responsibilities
4.9 Scrum vs. Traditional Project Management

5. QUALITY 83
5.1 Introduction
5.2 Roles Guide
5.3 Quality Defined
5.3.1 Quality and Scope
5.3.2 Quality and Business Value
5.4 Acceptance Criteria and the Prioritized Product Backlog
5.4.1 Writing Acceptance Criteria
5.4.2 Definition of Done
5.4.3 Minimum Done Criteria
5.4.4 Acceptance or Rejection of Prioritized Product Backlog Items
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IV © 2017 SCRUMstudy™. A Guide to the Scrum Body of Knowledge (SBOK™ Guide)
5.5 Quality Management in Scrum
5.5.1 Quality Planning
5.5.2 Quality Control and Quality Assurance
5.5.3 Plan-Do-Check-Act (PDCA) Cycle
5.6 Summary of Responsibilities
5.7 Scrum vs. Traditional Project Management

6. CHANGE
6.1 Introduction
6.2 Roles Guide
6.3 Overview
6.3.1 Unapproved and Approved Change Requests
6.4 Change in Scrum
6.4.1 Balancing Flexibility and Stability
6.4.2 Achieving Flexibility
6.5 Integrating Change
6.5.1 Changes to a Sprint
6.6 Change in Portfolios and Programs
6.6.1 In Portfolio
6.6.2 In Program
6.7 Summary of Responsibilities
6.8 Scrum vs. Traditional Project Management

7. RISK
7.1 Introduction
7.2 Roles Guide
7.3 What is Risk?
7.3.1 Difference between Risks and Issues
7.3.2 Risk Attitude
7.4 Risk Management Procedure
7.4.1 Risk Identification
7.4.2 Risk Assessment
7.4.3 Risk Prioritization
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7.4.4 Risk Mitigation
7.4.5 Risk Communication
7.5 Minimizing Risks through Scrum
7.6 Risks in Portfolios and Programs
7.6.1 In Portfolio
7.6.2 In Program
7.7 Summary of Responsibilities
7.8 Scrum vs. Traditional Project Management

8. INITIATE
8.1 Create Project Vision
8.1.1 Inputs
8.1.2 Tools
8.1.3 Outputs
8.2 Identify Scrum Master and Stakeholder(s)
8.2.1 Inputs
8.2.2 Tools
8.2.3 Outputs
8.3 Form Scrum Team
8.3.1 Inputs
8.3.2 Tools
8.3.3 Outputs
8.4 Develop Epic(s)
8.4.1 Inputs
8.4.2 Tools
8.4.3 Outputs
8.5 Create Prioritized Product Backlog
8.5.1 Inputs
8.5.2 Tools
8.5.3 Outputs
8.6 Conduct Release Planning
8.6.1 Inputs
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8.6.2 Tools
8.6.3 Outputs
8.7 Phase Data Flow Diagram

9. PLAN AND ESTIMATE
9.1 Create User Stories
9.1.1 Inputs
9.1.2 Tools
9.1.3 Outputs
9.2 Estimate User Stories
9.2.1 Inputs
9.2.2 Tools
9.2.3 Outputs
9.3 Commit User Stories
9.3.1 Inputs
9.3.2 Tools
9.3.3 Outputs
9.4 Identify Tasks
9.4.1 Inputs
9.4.2 Tools
9.4.3 Outputs
9.5 Estimate Tasks
9.5.1 Inputs
9.5.2 Tools
9.5.3 Outputs
9.6 Create Sprint Backlog
9.6.1 Inputs
9.6.2 Tools
9.6.3 Outputs
9.7 Phase Data Flow Diagram

10. IMPLEMENT
10.1 Create Deliverables
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10.1.1 Inputs
10.1.2 Tools
10.1.3 Outputs
10.2 Conduct Daily Standup
10.2.1 Inputs
10.2.2 Tools
10.2.3 Outputs
10.3 Groom Prioritized Product Backlog
10.3.1 Inputs
10.3.2 Tools
10.3.3 Outputs
10.4 Phase Data Flow Diagram

11. REVIEW AND RETROSPECT
11.1 Demonstrate and Validate Sprint
11.1.1 Inputs
11.1.2 Tools
11.1.3 Outputs
11.2 Retrospect Sprint
11.2.1 Inputs
11.2.2 Tools
11.2.3 Outputs
11.3 Phase Data Flow Diagram

12. RELEASE
12.1 Ship Deliverables
12.1.1 Inputs
12.1.2 Tools
12.1.3 Outputs
12.2 Retrospect Project
12.2.1 Inputs
12.2.2 Tools
12.2.3 Outputs
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12.3 Phase Data Flow Diagram

13. SCALING SCRUM FOR LARGE PROJECTS
13.1 Create Large Project Components
13.1.1 Inputs
13.1.2 Tools
13.1.3 Outputs
13.2 Conduct and Coordinate Sprints
13.2.1 Inputs
13.2.2 Tools
13.2.3 Outputs
13.3 Prepare Large Project Release
13.3.1 Inputs
13.3.2 Tools
13.3.3 Outputs
13.4 Impact of Large Projects to Fundamental Scrum Processes .

14. SCALING SCRUM FOR THE ENTERPRISE.
14.1 Create Program or Portfolio Components
14.1.1 Inputs
14.1.2 Tools
14.1.3 Outputs
14.2 Review and Update Scrum Guidance Body
14.2.1 Inputs a
14.2.2 Tools
14.2.3 Outputs
14.3 Create and Groom Program or Portfolio Backlog
14.3.1 Inputs
14.3.2 Tools
14.3.3 Outputs
14.4 Coordinate Program or Portfolio Components
14.4.1 Inputs
14.4.2 Tools
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14.4.3 Outputs
14.5 Retrospect Program or Portfolio Releases
14.5.1 Inputs
14.5.2 Tools
14.5.3 Outputs

APPENDIX A. OVERVIEW OF AGILE
APPENDIX B. SBOK™ GUIDE AUTHORS AND CONTRIBUTORS
APPENDIX C. THIRD EDITION UPDATES
REFERENCES
GLOSSARY
INDEX