Professional Scrum Master I (PSM I) flashcards

The Scrum Team and its stakeholders agree to be open about all the work and the challenges with performing the work.

• Promotes transparency.
• Encourages sharing progress and impediments.
• Essential for effective collaboration and problem-solving.

Memory trick: CORE-F: Commitment, Openness, Respect, Courage, Focus

Product Backlog Refinement is the ongoing process of adding detail, estimates, and order to Product Backlog Items. It's a collaborative activity involving the Product Owner and Developers to ensure the Product Backlog is understood, transparent, and aligned with current market needs.

• Ongoing activity, not an event.
• Collaborative between PO and Developers.
• Ensures Product Backlog is ready for future Sprints.

Memory trick: Aligning Value Needs Constant Co-creation.

The Sprint Backlog is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint. Developers can adjust the Sprint Backlog throughout the Sprint, and may re-negotiate the scope with the Product Owner if new work emerges.

• Sprint Backlog is managed by Developers.
• Scope can be re-negotiated with Product Owner.
• Sprint Goal should remain the focus.

Memory trick: Urgency Requires Team Collaboration and Adaptation.

The Scrum Master helps the Scrum Team and the organization by removing impediments to the Scrum Team's progress, often by working with stakeholders outside the team.

• Addresses impediments that the team cannot resolve themselves.
• Helps the organization understand and enact empirical product development.
• Coaches the organization in its Scrum adoption.

Memory trick: Scrum Master clears paths, not just points at rocks.

The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of requirements for any changes to be made to the product.

• Managed solely by the Product Owner.
• Dynamic, constantly evolving.
• Ensures one clear source of work for the team.

Memory trick: Backlog is the Boss's Book.

The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.

• Last event of the Sprint.
• Time-boxed to 3 hours for a one-month Sprint.
• Focuses on people, relationships, process, and tools.

Memory trick: Retrospect for Team Reflect, Improve

Improvements identified during the Sprint Retrospective should be implemented as soon as possible. Often, they are added to the Sprint Backlog of the upcoming Sprint to ensure they are addressed.

• Focus on actionable improvements.
• One or two key improvements are often selected.
• Adding to Sprint Backlog ensures transparency and allocation of effort.

Memory trick: Retro's Best Go to Sprint's Test.

The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. It is a commitment by the entire Scrum Team, ensuring transparency and quality for every Increment. If the Definition of Done for the organization is not sufficient, the Scrum Team must create one that is appropriate for the product.

• A commitment of the entire Scrum Team.
• Ensures quality and transparency.
• Must be met for every Increment.
• Can evolve and improve over time in Retrospectives.

Memory trick: DoD is a team promise; improve it together, then plan the how.

The Sprint Backlog is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint to achieve the Sprint Goal. It can be adjusted by the Developers in collaboration with the Product Owner.

• Owned by the Developers.
• Reflects the work for the Sprint Goal.
• Flexible; can be re-negotiated with Product Owner.

Memory trick: Critical Bug? Collaborate, Adapt, Re-align.

The entire Scrum Team is accountable for implementing the improvements identified during the Sprint Retrospective to increase their effectiveness and quality.

• Improvements from Retrospective.
• Added to Sprint Backlog.
• Scrum Team implements.

Memory trick: Team improvements are like a shared garden: everyone is responsible for tending to them.

The Sprint Retrospective is the Scrum Team's final event of the Sprint, dedicated to inspecting the past Sprint and identifying improvements for the next Sprint's process, tools, and interactions.

• Inspects process, people, relationships, tools.
• Identifies improvements.
• Occurs at end of Sprint.

Memory trick: To improve, you must reflect. The Retrospective is the mirror for the Scrum Team's process.

The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. It creates transparency by providing a shared understanding of what work was completed as part of the Increment, ensuring it is usable and potentially releasable.

• Shared understanding of completed work.
• Ensures usable and potentially releasable Increment.
• Must be comprehensive enough for true 'Done-ness'.

Memory trick: Done Means Ready, Not Just Started.

Product Backlog refinement is the act of breaking down and further defining Product Backlog Items into smaller, more precise items. It is an ongoing activity to add detail, estimates, and order to items in the Product Backlog.

• Ongoing activity, not a formal event.
• Typically consumes no more than 10% of Developers' time.
• Ensures items are ready for future Sprints.

Memory trick: Refine the Backlog, clarify the path.

A mnemonic for characteristics of a healthy Product Backlog: Detailed appropriately, Estimated, Emergent, Prioritized (Ordered).

• Detailed Appropriately: Higher priority items are more detailed.
• Estimated: Items have a relative size estimate.
• Emergent: Constantly evolving and changing.
• Prioritized (Ordered): Items are ordered by value, risk, need.

Memory trick: DEEP is the way to keep.

The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team.

• Accountable for Product Backlog management.
• Clearly expressing Product Backlog Items.
• Ordering Product Backlog Items to best achieve goals and missions.
• Ensuring the Product Backlog is transparent, visible, and understood by all.

Memory trick: Surprise stakeholders mean the Product Owner isn't singing loud enough.

Developers are self-managing, meaning they decide who does what, when, and how to best accomplish the work within the Sprint.

• They manage their own work towards the Sprint Goal.
• Responsible for creating the 'Done' Increment.
• Requires collaboration and coordination within the team.

Memory trick: Team Chooses How to Go.

A 'Done' Increment is a body of inspectable, usable work that supports empiricism and meets the Definition of Done, regardless of whether it is released.

• Usable.
• Meets Definition of Done.
• Supports empiricism.

Memory trick: A 'Done' Increment is like a fully baked cake: ready to eat (usable) and passed all quality checks (DoD).

Scrum is founded on empiricism, meaning that knowledge comes from experience and making decisions based on what is observed. It emphasizes transparency, inspection, and adaptation to manage complexity and uncertainty.

• Knowledge from experience.
• Decisions based on observation.
• Relies on Transparency, Inspection, Adaptation.

Memory trick: Empiricism: Experience Guides Every Experiment.

Product Backlog Refinement is the act of breaking down and further defining Product Backlog items into smaller, more precise items, often identifying dependencies and technical challenges proactively.

• Ongoing activity, not an event.
• Adds detail, estimates, order.
• Helps prepare items for future Sprints.

Memory trick: To avoid late-stage surprises, refine the backlog early and often, like checking your map before the journey.

The Sprint Goal is the single, measurable objective for the Sprint that provides coherence and focus for the Developers' work, allowing flexibility in the selected Product Backlog items.

• Single objective.
• Created during Sprint Planning.
• Provides focus and flexibility.

Memory trick: The Sprint Goal is the compass, pointing the team towards a single, clear destination for the Sprint.

The Daily Scrum is a 15-minute time-boxed event for the Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog, and to plan work for the next 24 hours.

• For Developers only.
• Inspects progress toward the Sprint Goal.
• Adapts the Sprint Backlog for the next 24 hours.

Memory trick: Goal-Oriented, Time-boxed, Team-Led.

The Sprint is a fixed-length event of one month or less. Its consistent duration provides rhythm and predictability, allowing for regular inspection and adaptation of the product and process.

• Fixed length (1 month or less).
• Container for all other Scrum events.
• Provides rhythm and predictability.

Memory trick: Predictable Sprints Ensure Steady Progress.

The Daily Scrum is a 15-minute event for Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog, focusing on the next 24 hours. It is not for detailed problem-solving.

• 15-minute time-box.
• For Developers.
• Inspects progress, adapts Sprint Backlog.

Memory trick: The Daily Scrum is a quick huddle to check the map, not to redesign the car.

The Sprint Goal is the single objective for the Sprint. It creates coherence and focus, allowing the Development Team flexibility regarding the functionality implemented to achieve it. It guides the Developers on why they are building the Increment.

• Single objective for the Sprint.
• Provides flexibility and focus.
• Guides the Developers' work.

Memory trick: Goal Focus, Not Just Item Count.

The Scrum Master facilitates Scrum events and helps the Scrum Team and organization understand and enact Scrum. They encourage healthy discussions to improve team dynamics and effectiveness.

• Serves the Scrum Team in understanding and enacting Scrum.
• Facilitates decision-making and conflict resolution.
• Helps remove impediments to the team's progress.

Memory trick: SM Sparks Solutions, not just Suggestions.

The Product Backlog is an ordered list of everything that might be needed in the product and is the single source of requirements for any changes to be made to the product. It must be actively managed and refined.

• Ordered list of product requirements.
• Evolves as product and market evolve.
• Managed by the Product Owner.

Memory trick: Clear Path Needs a Current Map.

The Product Owner is responsible for ordering the Product Backlog to maximize the value of the product. This ordering considers not only business value but also factors like effort, dependencies, risk, and urgency, often in collaboration with the Developers.

• PO is accountable for ordering.
• Collaborates with Developers for estimates and insights.
• Considers value, effort, dependencies, risk, urgency.

Memory trick: Ordering Needs Value, Effort, and Team Wisdom.

The Product Owner is solely accountable for maximizing the value of the product resulting from the work of the Scrum Team.

• Achieved through effective Product Backlog management.
• Includes clearly expressing the Product Goal and Product Backlog Items.
• Involves ordering items to best achieve goals and missions.
• Ensures the Product Backlog is transparent and understood.

Memory trick: Value comes from the right choices, guided by the Product Owner.

A 'Done' Increment is always usable and meets the Definition of Done, making it potentially releasable. The decision to actually release it is a business decision, not a condition for it being 'Done'.

• Done = Usable + DoD met.
• Release is a business decision.
• Not releasing doesn't negate 'Done'.

Memory trick: A 'Done' Increment is like a wrapped gift: it's ready, but you choose when to give it (release).

The Scrum Master serves the Development Team by coaching them in self-organization and cross-functionality, helping them to create high-value products. This involves fostering collaboration, skill-sharing, and collective ownership.

• Coaches self-managing teams.
• Promotes cross-functional skill development.
• Fosters a collaborative environment.

Memory trick: Coach for Collaboration and Shared Growth.

The Product Backlog is a dynamic, living artifact that is continuously managed and refined by the Product Owner and Scrum Team. Its order can change at any time, but the Sprint Backlog represents the Developers' plan for the current Sprint.

• PO manages Product Backlog.
• Dynamic, not frozen.
• Sprint Backlog is Developers' focus.

Memory trick: The Product Backlog is the dynamic 'master plan', but the Sprint Backlog is the 'current mission brief' for the Developers.

During the Daily Scrum, Developers inspect progress toward the Sprint Goal and adapt the Sprint Backlog. Effective communication focuses on what has been done, what will be done, and any impediments, often framed in terms of their contribution to the Sprint Goal.

• Primarily for Developers.
• Focuses on progress toward the Sprint Goal.
• Should be transparent and understandable.
• Scrum Master coaches for effective communication.

Memory trick: Speak the Product Owner's language: value, not just tech.

The Product Owner is responsible for maximizing the value of the product resulting from the work of the Development Team. During the Sprint Review, they facilitate feedback and update the Product Backlog accordingly.

• Responsible for Product Backlog content and ordering.
• Accepts feedback from stakeholders.
• Adapts the Product Backlog to reflect new insights and market conditions.

Memory trick: PO Listens, Learns, and Leads the Backlog.

The Product Owner is responsible for engaging with stakeholders, representing their needs, and ensuring their feedback is incorporated into the Product Backlog.

• Maximizes product value.
• Manages Product Backlog.
• Engages stakeholders for feedback.

Memory trick: The Product Owner's map leads to value, guided by stakeholder voices.

The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. It creates transparency by providing a shared understanding of what work was completed as part of the Increment.

• Creates a shared understanding of quality.
• Ensures the Increment is usable and potentially releasable.
• Is a commitment by the Scrum Team.
• Increases transparency and reduces ambiguity.

Memory trick: Skipping DoD is like leaving a door unlocked; it invites trouble.

The Product Owner is solely accountable for maximizing the value of the product resulting from the work of the Scrum Team, which includes managing stakeholder expectations and feedback.

• Sole accountability for product value.
• Manages Product Backlog.
• Engages stakeholders.

Memory trick: The Product Owner wears the crown of value, always seeking to maximize the product's worth.

The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. An Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. To provide value, the Increment must be usable. Multiple Increments may be created within a Sprint.

• A 'Done' Increment is usable and potentially releasable.
• It encompasses all work needed to reach this state.
• If the DoD is insufficient, the Increment may not truly be releasable.
• The DoD helps ensure transparency regarding completeness.

Memory trick: If it's not ready to ship, your 'Done' isn't done enough.

A Scrum Team's Developers are self-managing, meaning they decide how to turn Product Backlog Items into Increments of value.

• Developers manage their own work within the Sprint.
• They collaborate to achieve the Sprint Goal.
• They decide how to best accomplish the work.

Memory trick: Developers don't just do, they learn and grow together.

Sprint Planning is a collaborative event where the entire Scrum Team defines the Sprint Goal and plans the work for the upcoming Sprint, including how the Developers will build the Increment.

• Whole Scrum Team participates.
• Defines Sprint Goal.
• Developers plan 'how' to achieve the Sprint Goal.

Memory trick: Each Scrum event has a unique collaboration focus, but Planning is where the 'how' gets hammered out.

Scrum is founded on empiricism, which asserts that knowledge comes from experience and making decisions based on what is observed. It relies on transparency, inspection, and adaptation.

• Transparency: Significant aspects of the process must be visible.
• Inspection: Progress toward a Sprint Goal and the Product Goal is frequently inspected.
• Adaptation: Adjustments are made to minimize further deviations.

Memory trick: Don't just work harder, work smarter by learning from past Sprints.

A 'Done' Increment is usable and potentially releasable. The Product Owner decides when to actually release it to end-users.

• Every Sprint produces a 'Done' Increment.
• A 'Done' Increment is usable and meets the Definition of Done.
• Product Owner decides release timing to maximize value.

Memory trick: Done is Done, Release is PO's Choice.

The Sprint Backlog is a transparent, real-time artifact that details the Sprint Goal, the selected Product Backlog Items, and the plan for delivering the Increment during a Sprint.

• Created by Developers.
• Includes Sprint Goal.
• Plan for the Increment.

Memory trick: Each artifact tells a story: Product Backlog (the 'what' for the product), Sprint Backlog (the 'how' for the Sprint), Increment (the 'done' result).

The Scrum Master helps the Scrum Team understand and adhere to the principle of sustainable pace, ensuring they can consistently deliver high-quality work without burnout or overcommitment.

• Fosters transparency and empiricism.
• Coaches the team on self-management.
• Protects the team from external pressures to overcommit.

Memory trick: Commitment is a Consensus, not a Command.

A 15-minute event for the Developers to plan work for the next 24 hours, inspecting progress towards the Sprint Goal and adapting the Sprint Backlog. It is for the Developers, by the Developers.

• Promotes self-management and peer-to-peer communication.
• Focuses on the Sprint Goal, not individual status reports.
• The Scrum Master ensures it stays within the time-box and facilitates if needed, but is not an active participant in the discussion unless acting as a Developer.

Memory trick: Developers talk, Goal is the rock.

The principle that a team should work at a rate they can maintain indefinitely, without burnout, to ensure consistent delivery and quality.

• Prevents burnout and promotes long-term productivity.
• Aids in consistent delivery and predictable outcomes.
• Requires accurate forecasting and realistic Sprint commitments.

Memory trick: Pace yourself, or face the race to burn out.

The purpose of the Sprint Review is to inspect the Increment and adapt the Product Backlog if needed. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed.

• Collaboration between the Scrum Team and stakeholders.
• Opportunity to gather feedback and adapt the Product Backlog.
• Informal, not a gate or approval meeting.

Memory trick: Review for feedback, adapt for future track.

The implied cost of additional rework caused by choosing an easy (limited) solution now instead of using a better approach that would take longer.

• Can accumulate over time, impacting future development speed and quality.
• Requires conscious management and prioritization by the Product Owner.
• Addressing it is crucial for long-term product health and sustainability.

Memory trick: Debt revealed, team convened, value assessed, path convened.

The Scrum Team commits to achieving the Sprint Goal. Once the Sprint Backlog is formed to achieve this goal, it should remain stable, and changes that endanger the Sprint Goal should be avoided.

• Provides focus and coherence for the Developers during the Sprint.
• The Product Owner protects the Sprint Goal from outside influence.
• Adaptations to the Sprint Backlog are allowed only if they don't endanger the Sprint Goal.

Memory trick: Sprint Goal as the anchor, Product Backlog as the sea.

A practice where multiple Developers collaboratively focus on completing a single Product Backlog Item or a small set of items, often when one item is becoming a bottleneck.

• Enhances collaboration and knowledge sharing.
• Helps the team achieve the Sprint Goal more effectively.
• Promotes collective code ownership and reduces individual bottlenecks.

Memory trick: Team work makes the dream work, share the load for the Sprint Goal.

A shared understanding among the Scrum Team that defines the criteria a Product Backlog Item must meet to be considered ready for selection into a Sprint.

• Ensures clarity and understanding of PBIs before Sprint Planning.
• Helps prevent misunderstandings and rework during the Sprint.
• Agreed upon by the entire Scrum Team, not imposed by one role.

Memory trick: Ready means clear, clear means no tears.

The Scrum Master coaches the Scrum Team, stakeholders, and the organization in its understanding and enactment of Scrum, enabling self-management and cross-functionality.

• Focuses on empowering the team to find their own solutions.
• Facilitates learning and understanding rather than giving directives.
• Helps the team improve their processes and interactions.

Memory trick: Coach, don't control; empower, don't impose.

A Scrum Team is cross-functional, meaning the Developers have all the skills necessary to create value each Sprint without depending on others outside the team.

• Possesses all skills needed to turn Product Backlog Items into an Increment.
• Promotes collaboration and knowledge sharing within the team.
• Reduces external dependencies and bottlenecks.

Memory trick: Cross-functional, self-managing, always improving.

The act of ordering Product Backlog Items by their relative value, risk, dependencies, and necessity to maximize the value of the product.

• Accountability of the Product Owner.
• Requires continuous refinement and stakeholder collaboration.
• Influences the Sprint Goal and the work of the Developers.

Memory trick: Order for value, clarity for all.

The timely checking of the progress toward a Sprint Goal to detect undesirable variances.

• Scrum events provide formal opportunities for inspection.
• Requires skilled inspectors at the point of work.
• Without inspection, adaptations cannot be effectively determined.

Memory trick: Without a keen eye, inspection dies.

Everyone focuses on the work of the Sprint and the goals of the Scrum Team.

• Helps prevent distraction and overcommitment.
• Enables the team to achieve the Sprint Goal.
• Essential for effective Sprint Planning and execution.

Memory trick: Focus like a laser beam on the Sprint Goal.

Scrum Team members respect each other to be capable, independent people, and they respect the Scrum Master as a person.

• Fosters a supportive and collaborative environment.
• Encourages helping each other and sharing knowledge.
• Essential for self-organizing and cross-functional teams.

Memory trick: Respect each other's talents to build a strong team.

Fostering cross-functionality in a Scrum Team involves enabling Developers to acquire diverse skills and collaborate effectively across different areas of expertise to complete work together.

• Reduces dependencies and bottlenecks.
• Increases flexibility and adaptability.
• Promotes shared ownership and understanding of the product.

Memory trick: Cross-functional teams share the load, like a skill-sharing toad.

Managing complexity in product development requires an iterative and incremental approach, delivering small, valuable pieces frequently to allow for continuous inspection and adaptation.

• Reduces risk by learning quickly.
• Allows for frequent feedback and course correction.
• Essential for products with high uncertainty and changing requirements.

Memory trick: Complex products need small, fast steps, not grand plans.

Commitment means that people personally commit to achieving the goals of the Scrum Team, especially the Sprint Goal.

• Crucial for stability within a Sprint.
• Fosters a sense of ownership.
• Requires a stable Sprint Goal and Backlog.

Memory trick: CRFOO: Committed, Respectful, Focused, Open, Courageous

Significant aspects of the process must be visible to those responsible for the outcome.

• Requires a common language and understanding.
• Ensures accurate inspection and effective adaptation.
• Avoids misinterpretation and false assumptions.

Memory trick: Transparency is a clear window to the work.