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This HTML version of the Scrum Handbook is a direct port of the November 2020 version, available as a PDF here. The Purpose of the Scrum Guide was developed in the early 1990s. We wrote the first version of the Scrum Guide in 2010 to help people around the world understand Scrum. Since then, we have improved the guide with small functional updates. We stand behind it together. The Scrum Guide defines Scrum. Each element of the framework serves a specific purpose that is integral to the overall value and results achieved through Scrum. Changing the basic design or idea of Scrum, deleting elements, or not following the rules of Scrum hides problems and reduces the benefits of Scrum, perhaps even making it useless. We are following the growing use of Scrum in an increasingly complex world. We are proud that Scrum is applied in many areas, usually associated with complex tasks, in addition to software development, where Scrum has its roots. As Scrum spreads, the work is done by developers, researchers, analysts, scientists, and other professionals. In Scrum, we do not use the word programmer exclusively, but simplify it. If you benefit from Scrum, consider yourself included in it. With Scrum, you can find, apply, and develop patterns, processes, and ideas that fit the Scrum framework, as described in this document. Describing them is beyond the scope of the Scrum Guide as they are context dependent and vary greatly from one Scrum application to another. Such tactics used in Scrum vary greatly and are described elsewhere. Definition of Scrum Scrum is a simplified framework that helps people, teams, and organizations create value through adaptive solutions to complex problems. In short, Scrum requires the Scrum Master to create an environment where: The Product Owner organizes work on a complex problem in the Product Backlog. The Scrum team turns the selected work into added value during the sprint. Scrum Teamits stakeholders review the results and adjust them for the next sprint. Iterative Scrum is simple. Try it as it is and see if its philosophy, theory and structure help you achieve your goals and create value. The Scrum framework is intentionally incomplete and defines only the parts necessary to implement the Scrum theory. Scrum is based on the collective intelligence of the people who use it. Rather than giving people detailed instructions, the rules of Scrum govern their relationships and interactions. Various processes, techniques and methods can be used in the framework. Scrum bypasses existing processes or makes them redundant. Scrum makes visible the relative effectiveness of current management, environment and work methods so that improvements can be made. Scrum Theory Scrum is based on empiricism and lean thinking. Empiricism claims that knowledge comes from experience and making decisions based on what is observed. Lean Thinking reduces waste and focuses on the essentials. Scrum uses an iterative, incremental approach to optimize predictability and control risk. Scrum employs groups of people who together have all the skills and knowledge to get the job done and share or learn those skills when needed. Scrum combines four formal testing and modification events into a higher-level event, the sprint. These activities work because they implement Scrums empirical pillars of transparency, control, and adaptability. Transparency The resulting process and work must be visible to both those doing the work and those receiving it. In Scrum, important decisions are made based on the perceived state of its three formal artifacts. Artifacts with low transparency can lead to decisions that reduce value and increase risk. Transparency allows for control. Control without transparency is misleading and wasteful. Inspection Scrum artifacts and progress toward agreed goals must be regularly and thoroughly inspected to identify them.undesirable deviations or problems. To help with testing, Scrum provides a cadence of five events. Testing allows you to adapt. Testing without regulation is considered useless. Scrum events are about creating change. Adjustment If aspects of the process exceed acceptable limits or if the final product is unacceptable, the process used or the materials produced must be adjusted. Adjustments should be made as soon as possible to minimize future deviations. Adaptation becomes more difficult when those involved lack authority and self-direction. The Scrum team is expected to adapt as it learns something new through testing. The Scrum Values The successful application of Scrum depends on people better living the five values: commitment, focus, openness, respect and courage. The Scrum Team is committed to achieving its goals and supporting each other. You focus on sprinting to achieve these goals in the best possible way. The Scrum Team and its stakeholders are open about the work and challenges. Scrum Team members respect each other as capable, independent people, and the people they work with respect them as such. Scrum Team members have the courage to do the right thing and work on difficult problems. These values give the Scrum team direction in their work, actions and behavior. Decisions made, actions taken, and how Scrum is used should reinforce these values, not diminish or diminish them. Scrum team members learn and explore values by working with Scrum events and artifacts. When these values are embodied by the Scrum team and the people they work with, the experiential pillars of Scrum – transparency, testing and adaptation – come to life and build trust. The Scrum Team The basic unit of Scrum is a small team of people, the Scrum Team. The Scrum Team consists of the Scrum Master, Product Owner,

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