• The Product Owner discusses the objective that the Sprint should achieve and the Product Backlog items that, if completed in the Sprint, would achieve the Sprint Goal.
  • Goal vs Objective
• During Sprint Planning the Scrum Team also crafts a Sprint Goal. The Sprint Goal is an objective that will be met within the Sprint through the implementation of the Product Backlog, and it provides guidance to the Development Team on why it is building the Increment.
  • The Product Owner propose an objective for discussion; the Scrum Team reach a consensus and turn the objective into the Sprint Goal. The Development Team commits to the Sprint Goal.
• The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Development Team on why it is building the Increment. It is created during the Sprint Planning meeting. The Sprint Goal gives the Development Team some flexibility regarding the functionality implemented within the Sprint. The selected Product Backlog items deliver one coherent function, which can be the Sprint Goal. The Sprint Goal can be any other coherence that causes the Development Team to work together rather than on separate initiatives.
  • One coherent function as the Sprint Goal to work together
• As the Development Team works, it keeps the Sprint Goal in mind. In order to satisfy the Sprint Goal, it implements functionality and technology. If the work turns out to be different than the Development Team expected, they collaborate with the Product Owner to negotiate the scope of Sprint Backlog within the Sprint.
  • The scope of Sprint Backlog
• These strengths continue operating in single, several, many, and networks of teams that develop, release, operate and sustain the work and work products of thousands of people.
  • A work product is a tangible or intangible output that is completed as part of a project.
  • A deliverable is a tangible or intangible output of a project that is delivered to a customer.
  • Artifacts are either final or intermediate work products that are produced and used during a project. Artifacts are used to capture and convey project information
• To participate in Daily Scrum vs To present in Daily Scrum

• Professional Scrum Master
  • How to pass PSM 1 exam
  • PSM I™ Preparation Quiz – Learning Mode
• Exam Tips
  • How to pass PSM 1 exam
  • How do I pass the Scrum (PSM 1) exam?
  • How to pass Scrum certifications PSM I, PSPO I and SPS
  • Preparing for the PSM 1
  • Preparing for the PSM-1 Assessment
  • PSM Certification Guide
• Practice Questions
  • Mikhail Lapshin
  • TechAgilist
  • Testsahoy

Scrum Framework

“I can tell you I came up with that word (Agile) because I was familiar with the book Agile Competitors and Virtual Organisations. We had proposed Adaptive, Essential, Lean and Lightweight.
– We did not want to use Adaptive because Jim Highsmith had given this to one of his works.
– Essential sounded overly proud.
– Lean had already been taken.
– Nobody wanted to be a lightweight.
We did this late in the second day and it took only a few minutes to decide on this.” ~ Mike Beedle

• Scrum Theory and Principles
  • The New New Product Development Game
  • A Leader’s Framework for Decision Making
  • The Leader’s Guide to Radical Management: Reinventing the Workplace for the 21st Century
  • Agile Project Management with Scrum (Developer Best Practices)
  • The Art of Agile Development: Pragmatic Guide to Agile Software Development
  • The Pragmatic Programmer: From Journeyman to Master
• The Scrum Framework
  • The Scrum Guide
  • Agile Software Development with Scrum (Series in Agile Software Development)
  • Scrum: A Pocket Guide (A Smart Travel Companion)
  • Scrum Insights for Practitioners: The Scrum Guide Companion
• Cross-functional, Self-organizing Teams
  • The Five Dysfunctions of a Team: A Leadership Fable
  • Drive: The Surprising Truth About What Motivates Us
  • Peopleware: Productive Projects and Teams
  • Extreme Ownership: How U.S. Navy SEALs Lead and Win
  • Scrum and XP from the Trenches (Enterprise Software Development)
  • Practices of an Agile Developer: Working in the Real World
• Maximizing Value
  • The Professional Product Owner: Leveraging Scrum as a Competitive Advantage
  • Software in 30 Days: How Agile Managers Beat the Odds, Delight Their Customers, and Leave Competitors in the Dust
  • The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses
• Product Backlog Management
  • User Stories Applied: For Agile Software Development
  • Agile Estimating and Planning
• Analysis
  • Specification by Example: How Successful Teams Deliver the Right Software
• Emergent Architecture
  • Design Patterns: Elements of Reusable Object-Oriented Software
  • Beyond Software Architecture: Creating and Sustaining Winning Solutions
  • Growing Object-Oriented Software, Guided by Tests
• Programming
  • The Clean Coder: A Code of Conduct for Professional Programmers 1st
  • Agile Software Development, Principles, Patterns, and Practices
  • Refactoring: Improving the Design of Existing Code
• Test First Development
  • Test Driven Development: By Example
  • The Art of Unit Testing: with Examples in .NET
• Standards
  • Patterns of Enterprise Application Architecture
  • Implementation Patterns
  • Clean Code: A Handbook of Agile Software Craftsmanship
• Testing
  • Agile Testing: A Practical Guide for Testers and Agile Teams
  • Continuous Integration: Improving Software Quality and Reducing Risk
  • Working Effectively with Legacy Code
• ALM – Application Lifecycle Management
  • Professional Scrum Development with Microsoft Visual Studio 2012
  • Visual Studio Team Foundation Server 2012: Adopting Agile Software Practices: From Backlog to Continuous Feedback
  • Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation