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Scrum training and tools provide individuals and teams with the knowledge and resources needed to implement and excel in agile project management. Through comprehensive training, participants learn key Scrum concepts, roles, and practices, such as sprint planning, daily stand-ups, and retrospectives.

SCRUMstudy highlights several Scrum tools that enhance project management, including Vabro. This tool facilitate backlog management, sprint planning, and progress tracking. It promote transparency, collaboration, and efficiency by providing real-time updates, task assignments, and reporting features, thus ensuring smooth and effective Scrum implementation.

Impediment Log: is an important tool in which all the impediments affecting the project are documented. An Impediment is usually described as an obstacle, hindrance or hurdle which can decrease the productivity and performance of the Scrum team. It is mandatory that they should be identified as soon as possible, solution found in quick time and they should be removed in order for the team to contribute effectively. They can be classified into two types: Internal and External. Internal Impediments can be classified as either improper communication or reduction in performance of workforce whereas External impediments could involve various factors such as requirement of unnecessary documents or issues in software license. An organization can suffer from unwanted cost if it fails in identification or not finding an appropriate solution in dealing with this factor. The Scrum Master is responsible for recording the impediments in the Impediment Log and these issues can be discussed and sorted in Daily Standup Meetings and Sprint Review Meetings.

Sprint Burndown Chart: is another key information radiator in Scrum. The Sprint Burndown Chart is a graph that depicts the amount of work remaining in the ongoing Sprint. The initial Sprint Burndown Chart is accompanied by a planned burndown. Burn Charts are used in the Implement phase to track the Scrum Team’s progress during a Sprint and to get an early indication if the team will be able to complete all the User Stories that were committed to for that Sprint. If the team members believe they will not be able to complete all the committed User Stories, they can take action early during the Sprint to achieve the best possible outcome. The initial Sprint Burndown Chart shows how the team envisions to get the work done. Because the team just committed to a set of User Stories and the associated tasks for the current Sprint, and because it is expected that the team meets its commitments, the initial planned burndown shows that on the last day of the Sprint, no work will be left to be done. That means that all work will ideally be done by the last day. The Burndown Chart should be updated by the team at the end of each day to show progress as work is completed.

Scrum training and tools provide individuals and teams with the knowledge and resources needed to implement and excel in agile project management. Through comprehensive training, participants learn key Scrum concepts, roles, and practices, such as sprint planning, daily stand-ups, and retrospectives.

SCRUMstudy highlights several Scrum tools that enhance project management, including Vabro. This tool facilitate backlog management, sprint planning, and progress tracking. It promote transparency, collaboration, and efficiency by providing real-time updates, task assignments, and reporting features, thus ensuring smooth and effective Scrum implementation.

Impediment Log: is an important tool in which all the impediments affecting the project are documented. An Impediment is usually described as an obstacle, hindrance or hurdle which can decrease the productivity and performance of the Scrum team. It is mandatory that they should be identified as soon as possible, solution found in quick time and they should be removed in order for the team to contribute effectively. They can be classified into two types: Internal and External. Internal Impediments can be classified as either improper communication or reduction in performance of workforce whereas External impediments could involve various factors such as requirement of unnecessary documents or issues in software license. An organization can suffer from unwanted cost if it fails in identification or not finding an appropriate solution in dealing with this factor. The Scrum Master is responsible for recording the impediments in the Impediment Log and these issues can be discussed and sorted in Daily Standup Meetings and Sprint Review Meetings.

Sprint Burndown Chart: is another key information radiator in Scrum. The Sprint Burndown Chart is a graph that depicts the amount of work remaining in the ongoing Sprint. The initial Sprint Burndown Chart is accompanied by a planned burndown. Burn Charts are used in the Implement phase to track the Scrum Team’s progress during a Sprint and to get an early indication if the team will be able to complete all the User Stories that were committed to for that Sprint. If the team members believe they will not be able to complete all the committed User Stories, they can take action early during the Sprint to achieve the best possible outcome. The initial Sprint Burndown Chart shows how the team envisions to get the work done. Because the team just committed to a set of User Stories and the associated tasks for the current Sprint, and because it is expected that the team meets its commitments, the initial planned burndown shows that on the last day of the Sprint, no work will be left to be done. That means that all work will ideally be done by the last day. The Burndown Chart should be updated by the team at the end of each day to show progress as work is completed.

An Agile Scrum Master is a key role within Scrum methodology, responsible for facilitating and ensuring the effective implementation of Scrum practices within a team. They act as a servant-leader, guiding the team through Scrum processes, removing impediments, and fostering a collaborative environment.

The Agile Master Methodology, embodies a holistic approach to Agile project management, encompassing a range of methodologies such as Scrum, Kanban, Lean, and Extreme Programming (XP). This methodology emphasizes adaptability, collaboration, and iterative development to deliver value to stakeholders efficiently. Agile Masters are trained to lead teams through the complexities of modern projects by leveraging Agile principles and practices. They facilitate Agile ceremonies, foster self-organizing teams, and promote continuous improvement. With a focus on customer satisfaction and responsiveness to change, the Agile Master Methodology equips professionals with the tools and mindset needed to navigate dynamic environments and deliver successful outcomes.

Scrum Master Certified (SMC) Insights provide valuable knowledge and skills for individuals seeking to excel in the role of a Scrum Master within Agile frameworks. These insights encompass a deep understanding of Scrum principles, practices, and methodologies. Through SMC training, participants learn how to effectively facilitate collaboration, manage product backlogs, remove impediments, and ensure that their team adheres to Scrum practices. Additionally, SMC certification emphasizes the importance of servant leadership, continuous improvement, and the ability to adapt to changing project requirements. With these insights,Scrum Master Certified can significantly enhance team productivity, foster a culture of transparency and accountability, and drive successful Agile project delivery.

Certified Scrum is a professional designation for individuals who have undergone training and assessment in the Scrum framework, a popular agile methodology used in software development and project management. Certification is typically obtained through accredited institution SCRUMstudy.com and includes roles like Scrum Master (SMC), Scrum Product Owner (SPOCO), and Scrum Developer Certified (SDC). The certification process ensures that professionals understand Scrum principles, practices, and roles, enabling them to effectively facilitate and manage Scrum teams and projects, leading to improved productivity, collaboration, and project success.

Scrum Master is responsible for ensuring that the Scrum framework is correctly understood and enacted within the team. This involves coaching team members, removing impediments to progress, and fostering an environment conducive to high performance and continuous improvement. By adhering to the principles and practices detailed in the SBOK Guide, a Certified Scrum Master helps the team maintain focus on delivering value incrementally, enhancing collaboration, and adapting swiftly to changes. Their expertise not only guides the team in executing Scrum processes efficiently but also aligns the project with broader organizational goals and customer needs.The role of a Chief Scrum Master is necessary to ensure proper collaboration among the Scrum Teams. Coordination across various Scrum Teams working on a project is typically done through the Scrum of Scrums (SoS) Meeting. There is no role hierarchy of Scrum Masters—they are all peers. The Chief Scrum Master works at a multi-team level, whereas the Scrum Masters each work at a single-team level. 

Chief Scrum Master and Large projects

Large projects require multiple Scrum Teams to work in parallel. Information gathered from one team may need to be appropriately communicated to other teams—the Chief Scrum Master is responsible for this activity. Coordination across various Scrum Teams working on a project is typically done through the Scrum of Scrums (SoS) Meeting. This is analogous to the Daily Standup Meeting and is facilitated by the Chief Scrum Master.

The Chief Scrum Master is typically the individual responsible for addressing impediments that impact more than one Scrum Team. Typically, any inter-team issues are addressed by the interested parties in a session immediately following the Scrum of Scrums Meeting. The Chief Scrum Master facilitates this session.

How Chief Scrum Master is chosen?

The Chief Scrum Master can be chosen from the Scrum Masters of the large project or can be somebody else. For very large projects, it is recommended to have a Chief Scrum Master who is not also a Scrum Master because the effort required for the Chief Scrum Master role will prevent the Chief Scrum Master from also being able to dedicate enough time to the work with his/her Scrum Team. In either case, the Chief Scrum Master should have enough Scrum expertise to be able to foster collaboration and to help and coach others with the implementation of Scrum for a smooth delivery of the project’s products.

Other roles of the Chief Scrum Master

Apart from clearing impediments and ensuring a conducive project environment for the Scrum Teams, the Chief Scrum Master also collaborates with the Chief Product Owner, other Scrum Masters, and Product Owners in activities such as developing the list of components and resources needed in common for all teams throughout the project. He/she facilitates everything that goes beyond the realm of a single Scrum Team.

The Chief Scrum Master also interfaces with the Program Scrum Master to ensure alignment of the large project with the goals and objectives of the program.

Scrum, an agile framework for managing complex projects, emphasizes collaboration, adaptability, and iterative progress towards a well-defined goal. Scrumstudy, a leading authority in Scrum and Agile certifications, offers a comprehensive suite of resources and training programs to equip professionals with the knowledge and skills needed to implement Scrum effectively. By following structured Scrum processes, teams can enhance productivity, foster innovation, and deliver high-quality outcomes efficiently. Scrumstudy’s certifications, grounded in the extensive SBOK® Guide, ensure that practitioners are well-prepared to navigate the dynamic landscape of modern project management.

Scrum processes address the specific activities and flow of a Scrum project. In total there are 19 processes which are grouped into five phases.

Please take a look at these processes and the activities listed under to them in order to understand the flow of a Scrum Project better.

Initiate

1. Create Project Vision—In this process, the Product Owner is identified. Based on the project’s business case, the Product Owner then creates a Project Vision Statement. This Project Vision Statement provides the overall guidance, inspiration, and focus for the project.
2. Identify Scrum Master and Business Stakeholder(s)—in this process, the Scrum Master is identified using specific Selection Criteria.
3. Form Scrum Team—in this process, Scrum Team members are identified. Normally the Product Owner has the primary responsibility of selecting team members, but often does so in collaboration with the Scrum Master.
4. Develop Epic(s)—in this process, the Project Vision Statement serves as the basis for developing Epic(s). User Group Meetings may be held to develop Epic(s).
5. Create Prioritized Product Backlog —in this process, Epic(s) are refined, elaborated, and then prioritized to create a Prioritized Product Backlog for the project. The Done Criteria is also established at this point.
6. Conduct Release Planning—in this process, the Scrum Core Team reviews the User Stories in the Prioritized Product Backlog to develop a Release Planning Schedule, which is essentially a phased deployment schedule that can be shared with the project stakeholders. Length of Sprint is also determined in this process.
7. Plan and Estimate
8. Create User Stories—In this process User Stories and their related User Story Acceptance Criteria are created. User Stories are usually written by the Product Owner and are designed to ensure that the customer’s requirements are clearly depicted and can be fully understood by all business stakeholders. User Story Writing Exercises may be held which involves Scrum Team members creating the User Stories. User Stories are incorporated into the Prioritized Product Backlog.
9. Approve, Estimate, and Commit User Stories—In this process the Product Owner approves User Stories for a Sprint. Then, the Scrum Master and Scrum Team estimate the effort required to develop the functionality described in each User Story, and the Scrum Team commits to deliver the customer requirements in the form of Approved, Estimated, and Committed User Stories.
10. Create Tasks—In this process the Approved, Estimated, and Committed User Stories are broken down into specific tasks and compiled into a Task List. Often a Task Planning Meeting is held for this purpose.
11. Estimate Tasks—In this process the Scrum Core Team, in Task Estimation Meetings, estimate the effort required to accomplish each task in the Task List. The result of this process is an Effort Estimated Task List.
12. Create Sprint Backlog—In this process the Scrum Core Team holds Sprint Planning Meetings where the group creates a Sprint Backlog containing all tasks to be completed in the Sprint.

Implement

1. Create Deliverables—In this process, the Scrum Team works on the tasks in the Sprint Backlog to create Sprint Deliverables. A Scrumboard is often used to track the work and activities being carried out. Issues or problems being faced by the Scrum Team could be updated in an Impediment Log.
2. Conduct Daily Standup—In this process, everyday a highly focused, Time-boxed meeting is conducted referred to as the Daily Standup meeting. This is the forum for the Scrum Team to update each other on their progress and any impediments they may be facing.
3. Refine Prioritized Product Backlog—In this process, the Prioritized Product Backlog is continuously updated and maintained. A Prioritized Product Backlog Review Meeting may be held, in which any changes or updates to the backlog are discussed and incorporated into the Prioritized Product Backlog as appropriate.

Review and Retrospect

1. Convene Scrum of Scrums—In this process Scrum Team representatives convene for Scrum of Scrums Meetings in predetermined intervals or whenever required to collaborate and track their respective progress, impediments, and dependencies across teams. This is relevant only for large projects where multiple Scrum Teams are involved.
2. Demonstrate and Validate Sprint—In this process, the Scrum Team demonstrates the Sprint Deliverables to the Product Owner and relevant business stakeholders in a Sprint Review Meeting. The purpose of this meeting is to secure approval and acceptance from the Product Owner for the Deliverables created in the Sprint.
3. Retrospect Sprint—In this process, the Scrum Master and Scrum Team meet to discuss the lessons learned throughout the Sprint. This information is documented as lessons learned which can be applied to future Sprints. Often, as a result of this discussion, there may be Agreed Actionable Improvements or Updated Scrum Guidance Body Recommendations.

Release

1. Ship Deliverables—In this process, Accepted Deliverables are delivered or transitioned to the relevant business stakeholders. A formal Working Deliverables Agreement documents the successful completion of the Sprint.
2. Retrospect Project—In this process, which completes the project, organizational business stakeholders and Scrum Core Team members assemble to retrospect the project and identify, document, and internalize the lessons learned. Often, these lessons lead to the documentation of Agreed Actionable Improvements, to be implemented in future projects.

Unlocking the potential of large-scale project management, Scaled Professional Scrum Processes redefine organizational agility. Leveraging Scrum principles, it streamlines collaboration, minimizes risks, and maximizes value delivery. By fostering transparency and adaptability, teams synchronize efforts seamlessly. Embracing iterative development, they navigate complex challenges with precision. From enhanced productivity to accelerated innovation, Scaled Professional Scrum Processes empower businesses to thrive in dynamic environments. Embrace the transformative power of scaled agility and propel your projects toward unparalleled success.

In today's fast-paced business environment, scaling Scrum across multiple teams is crucial for efficiency and productivity. Key techniques include:

1. Refined Product Backlog: Continuous refinement for clarity and priority setting.
2. Cross-Team Coordination: Daily scrums and shared communication channels for synchronization.
3. Integrated Increment: Rigorous testing for a functional product increment.

Implementing these techniques enhances coordination, improves quality, and accelerates delivery, providing clear visibility and better decision-making.

The Scaled Scrum Certification process by SCRUMstudy involves a structured approach to mastering large-scale Scrum implementations.The certification ensures proficiency in coordinating multiple Scrum teams, enhancing organizational agility, and driving comprehensive project success across diverse industries.

SCRUMstudy offers comprehensive Scrum Certification Classroom Training designed to provide an in-depth understanding of Scrum principles and practices. Led by experienced instructors, these interactive sessions ensure participants gain practical knowledge and hands-on experience. The training covers essential Scrum concepts, including roles, events, and artifacts, and prepares attendees for certification exams. By participating, individuals and teams can enhance their Agile skills, improve project delivery, and contribute more effectively to their organizations.

The Scaled Scrum Master Certification (SSMC™) Online, is designed for Scrum professionals who aim to extend their expertise in scaling Scrum across multiple teams and complex projects. This certification equips practitioners with advanced skills to coordinate, manage, and implement Scrum processes effectively at an enterprise level. The SSMC™ curriculum covers essential topics such as managing distributed teams, synchronizing multiple Scrum teams, and handling intricate project dynamics, ensuring that participants can drive agile transformation and deliver substantial business value in large-scale environments.

Scrum Certification Professional Development focuses on enhancing skills and knowledge in Scrum, a popular Agile framework for managing complex projects. It involves earning certifications most popular being Scrum Master Certified (SMC) and Scrum Product Owner Certified (SPOC). These certifications validate one's expertise in Scrum principles, practices, and methodologies. Professional development in this field includes attending workshops, participating in training courses, engaging in practical Scrum projects, and continuous learning through reading and community involvement. It aims to improve one's ability to facilitate, implement, and optimize Scrum processes, leading to more efficient project delivery and higher quality outcomes.

It is often seen that Agile has been implemented successfully in different projects. But when it comes to Product Management or NPD (New Product Development), many people get sceptical regarding implementation of Agile. Now it has to be understood that Agile is not a methodology which can be used in a cookie cutter way across any organization. A lot of tweaking and customization is required to make it work. So, in product management, a proper assessment is required to see if Agile implementation will improve performance or not.

Here also, we need to see if the following two criteria are being fulfilled or not:

1. Requirement Volatility : It is important to identify the volatility of requirements and whether working in Sprint will actually improve customer satisfaction, reduce uncertainty and help PM teams become more productive or not. If requirements are fixed in sand and are not dynamic in nature, it will not make any marked improvement even if the teams work in sprint. Also, Agile Product Life Cycle Management involves a lot of new learning, so it needs to be checked if the team will be comfortable in this transition or not.
2. Frequent customer Interaction: External customers are big stakeholders in any Agile effort. In many product management scenarios, we have seen that customers just give their specifications and just go away for months and months. And finally when they come back for the product, it is completely different from what they expected, because market dynamics change and the expectations change as well. So the biggest benefit is actually to the customers themselves, and this is what the PM team should explain in details to the customers so as to get their buy in. Without their pro-active support, it will not be possible to implement Agile in any way.

If we are talking about New Product Development, then Agile actually becomes even more crucial and important.  That is because neither the customers nor the PM team has any benchmark to follow. So, frequent discussions and brain storming sessions followed by change in requirements or prototypes will be mandatory for successful NPD. So, it is important to realize that Agile can be implemented successfully in Product Management as well, provided it is understood properly and used in the proper context. Also, management buy-in and customer buy-in are important components in this scenario, and a good AGILE coach will also be very beneficial.

Agile Scrum processes represent a structured yet flexible framework designed to optimize productivity and adaptability in project management. At its core, Scrum emphasizes iterative development cycles called sprints, typically lasting two to four weeks, where cross-functional teams collaborate intensively to deliver incremental value. The framework fosters transparency, as progress is regularly reviewed in brief daily meetings known as the Daily Scrum. Key roles such as the Product Owner, Scrum Master, and Development Team are defined with specific responsibilities to ensure clarity and accountability throughout the project lifecycle. By prioritizing customer collaboration, responsiveness to change, and continuous improvement, Agile Scrum processes enable teams to deliver high-quality outcomes that meet evolving stakeholder needs effectively.

It is often seen that Agile has been implemented successfully in different projects. But when it comes to Product Management or NPD (New Product Development), many people get sceptical regarding implementation of Agile. Now it has to be understood that Agile is not a methodology which can be used in a cookie cutter way across any organization. A lot of tweaking and customization is required to make it work. So, in product management, a proper assessment is required to see if Agile implementation will improve performance or not.

Here also, we need to see if the following two criteria are being fulfilled or not:

1. Requirement Volatility : It is important to identify the volatility of requirements and whether working in Sprint will actually improve customer satisfaction, reduce uncertainty and help PM teams become more productive or not. If requirements are fixed in sand and are not dynamic in nature, it will not make any marked improvement even if the teams work in sprint. Also, Agile Product Life Cycle Management involves a lot of new learning, so it needs to be checked if the team will be comfortable in this transition or not.
2. Frequent customer Interaction: External customers are big stakeholders in any Agile effort. In many product management scenarios, we have seen that customers just give their specifications and just go away for months and months. And finally when they come back for the product, it is completely different from what they expected, because market dynamics change and the expectations change as well. So the biggest benefit is actually to the customers themselves, and this is what the PM team should explain in details to the customers so as to get their buy in. Without their pro-active support, it will not be possible to implement Agile in any way.

If we are talking about New Product Development, then Agile actually becomes even more crucial and important.  That is because neither the customers nor the PM team has any benchmark to follow. So, frequent discussions and brain storming sessions followed by change in requirements or prototypes will be mandatory for successful NPD. So, it is important to realize that Agile can be implemented successfully in Product Management as well, provided it is understood properly and used in the proper context. Also, management buy-in and customer buy-in are important components in this scenario, and a good AGILE coach will also be very beneficial.

Scrum, an agile framework for managing complex projects, emphasizes collaboration, adaptability, and iterative progress towards a well-defined goal. Scrumstudy, a leading authority in Scrum and Agile certifications, offers a comprehensive suite of resources and training programs to equip professionals with the knowledge and skills needed to implement Scrum effectively. By following structured Scrum processes, teams can enhance productivity, foster innovation, and deliver high-quality outcomes efficiently. Scrumstudy’s certifications, grounded in the extensive SBOK® Guide, ensure that practitioners are well-prepared to navigate the dynamic landscape of modern project management.

Scrum processes address the specific activities and flow of a Scrum project. In total there are 19 processes which are grouped into five phases.

Please take a look at these processes and the activities listed under to them in order to understand the flow of a Scrum Project better.

Initiate

1. Create Project Vision—In this process, the Product Owner is identified. Based on the project’s business case, the Product Owner then creates a Project Vision Statement. This Project Vision Statement provides the overall guidance, inspiration, and focus for the project.
2. Identify Scrum Master and Business Stakeholder(s)—in this process, the Scrum Master is identified using specific Selection Criteria.
3. Form Scrum Team—in this process, Scrum Team members are identified. Normally the Product Owner has the primary responsibility of selecting team members, but often does so in collaboration with the Scrum Master.
4. Develop Epic(s)—in this process, the Project Vision Statement serves as the basis for developing Epic(s). User Group Meetings may be held to develop Epic(s).
5. Create Prioritized Product Backlog —in this process, Epic(s) are refined, elaborated, and then prioritized to create a Prioritized Product Backlog for the project. The Done Criteria is also established at this point.
6. Conduct Release Planning—in this process, the Scrum Core Team reviews the User Stories in the Prioritized Product Backlog to develop a Release Planning Schedule, which is essentially a phased deployment schedule that can be shared with the project stakeholders. Length of Sprint is also determined in this process.
7. Plan and Estimate
8. Create User Stories—In this process User Stories and their related User Story Acceptance Criteria are created. User Stories are usually written by the Product Owner and are designed to ensure that the customer’s requirements are clearly depicted and can be fully understood by all business stakeholders. User Story Writing Exercises may be held which involves Scrum Team members creating the User Stories. User Stories are incorporated into the Prioritized Product Backlog.
9. Approve, Estimate, and Commit User Stories—In this process the Product Owner approves User Stories for a Sprint. Then, the Scrum Master and Scrum Team estimate the effort required to develop the functionality described in each User Story, and the Scrum Team commits to deliver the customer requirements in the form of Approved, Estimated, and Committed User Stories.
10. Create Tasks—In this process the Approved, Estimated, and Committed User Stories are broken down into specific tasks and compiled into a Task List. Often a Task Planning Meeting is held for this purpose.
11. Estimate Tasks—In this process the Scrum Core Team, in Task Estimation Meetings, estimate the effort required to accomplish each task in the Task List. The result of this process is an Effort Estimated Task List.
12. Create Sprint Backlog—In this process the Scrum Core Team holds Sprint Planning Meetings where the group creates a Sprint Backlog containing all tasks to be completed in the Sprint.

Implement

1. Create Deliverables—In this process, the Scrum Team works on the tasks in the Sprint Backlog to create Sprint Deliverables. A Scrumboard is often used to track the work and activities being carried out. Issues or problems being faced by the Scrum Team could be updated in an Impediment Log.
2. Conduct Daily Standup—In this process, everyday a highly focused, Time-boxed meeting is conducted referred to as the Daily Standup meeting. This is the forum for the Scrum Team to update each other on their progress and any impediments they may be facing.
3. Refine Prioritized Product Backlog—In this process, the Prioritized Product Backlog is continuously updated and maintained. A Prioritized Product Backlog Review Meeting may be held, in which any changes or updates to the backlog are discussed and incorporated into the Prioritized Product Backlog as appropriate.

Review and Retrospect

1. Convene Scrum of Scrums—In this process Scrum Team representatives convene for Scrum of Scrums Meetings in predetermined intervals or whenever required to collaborate and track their respective progress, impediments, and dependencies across teams. This is relevant only for large projects where multiple Scrum Teams are involved.
2. Demonstrate and Validate Sprint—In this process, the Scrum Team demonstrates the Sprint Deliverables to the Product Owner and relevant business stakeholders in a Sprint Review Meeting. The purpose of this meeting is to secure approval and acceptance from the Product Owner for the Deliverables created in the Sprint.
3. Retrospect Sprint—In this process, the Scrum Master and Scrum Team meet to discuss the lessons learned throughout the Sprint. This information is documented as lessons learned which can be applied to future Sprints. Often, as a result of this discussion, there may be Agreed Actionable Improvements or Updated Scrum Guidance Body Recommendations.

Release

1. Ship Deliverables—In this process, Accepted Deliverables are delivered or transitioned to the relevant business stakeholders. A formal Working Deliverables Agreement documents the successful completion of the Sprint.
2. Retrospect Project—In this process, which completes the project, organizational business stakeholders and Scrum Core Team members assemble to retrospect the project and identify, document, and internalize the lessons learned. Often, these lessons lead to the documentation of Agreed Actionable Improvements, to be implemented in future projects.

Scrum processes address the specific activities and flow of a Scrum project. In total there are 19 processes which are grouped into five phases.

Please take a look at these processes and the activities listed under to them in order to understand the flow of a Scrum Project better.

Initiate

1. Create Project Vision—in this process, the Project Business Case is reviewed to create a Project Vision Statement that will serve as the inspiration and provide focus for the entire project. The Product Owner is identified in this process.
2. Identify Scrum Master and Business Stakeholder(s)—in this process, the Scrum Master is identified using specific Selection Criteria.
3. Form Scrum Team—in this process, Scrum Team members are identified. Normally the Product Owner has the primary responsibility of selecting team members, but often does so in collaboration with the Scrum Master.
4. Develop Epic(s)—in this process, the Project Vision Statement serves as the basis for developing Epic(s). User Group Meetings may be held to develop Epic(s).
5. Create Prioritized Product Backlog —in this process, Epic(s) are refined, elaborated, and then prioritized to create a Prioritized Product Backlog for the project. The Done Criteria is also established at this point.
6. Conduct Release Planning—in this process, the Scrum Core Team reviews the User Stories in the Prioritized Product Backlog to develop a Release Planning Schedule, which is essentially a phased deployment schedule that can be shared with the project stakeholders. Length of Sprint is also determined in this process.

Plan and Estimate

1. Create User Stories—In this process User Stories and their related User Story Acceptance Criteria are created. User Stories are usually written by the Product Owner and are designed to ensure that the customer’s requirements are clearly depicted and can be fully understood by all Business stakeholders. User Story Writing Exercises may be held which involves Scrum Team members creating the User Stories. User Stories are incorporated into the Prioritized Product Backlog.
2. Approve, Estimate, and Commit User Stories—In this process the Product Owner approves User Stories for a Sprint. Then, the Scrum Master and Scrum Team estimate the effort required to develop the functionality described in each User Story, and the Scrum Team commits to deliver the customer requirements in the form of Approved, Estimated, and Committed User Stories.
3. Create Tasks—In this process the Approved, Estimated, and Committed User Stories are broken down into specific tasks and compiled into a Task List. Often a Task Planning Meeting is held for this purpose.
4. Estimate Tasks—In this process the Scrum Core Team, in Task Estimation Meetings, estimate the effort required to accomplish each task in the Task List. The result of this process is an Effort Estimated Task List.
5. Create Sprint Backlog—In this process the Scrum Core Team holds Sprint Planning Meetings where the group creates a Sprint Backlog containing all tasks to be completed in the Sprint.

Implement

1. Create Deliverables—In this process, the Scrum Team works on the tasks in the Sprint Backlog to create Sprint Deliverables. A Scrumboard is often used to track the work and activities being carried out. Issues or problems being faced by the Scrum Team could be updated in an Impediment Log.
2. Conduct Daily Standup—In this process, everyday a highly focused, Time-boxed meeting is conducted referred to as the Daily Standup meeting. This is the forum for the Scrum Team to update each other on their progress and any impediments they may be facing.
3. Refine Prioritized Product Backlog—In this process, the Prioritized Product Backlog is continuously updated and maintained. A Prioritized Product Backlog Review Meeting may be held, in which any changes or updates to the backlog are discussed and incorporated into the Prioritized Product Backlog as appropriate.

Review and Retrospect

1. Convene Scrum of Scrums—In this process Scrum Team representatives convene for Scrum of Scrums Meetings in predetermined intervals or whenever required to collaborate and track their respective progress, impediments, and dependencies across teams. This is relevant only for large projects where multiple Scrum Teams are involved.
2. Demonstrate and Validate Sprint—In this process, the Scrum Team demonstrates the Sprint Deliverables to the Product Owner and relevant Business stakeholders in a Sprint Review Meeting. The purpose of this meeting is to secure approval and acceptance from the Product Owner for the Deliverables created in the Sprint.
3. Retrospect Sprint—In this process, the Scrum Master and Scrum Team meet to discuss the lessons learned throughout the Sprint. This information is documented as lessons learned which can be applied to future Sprints. Often, as a result of this discussion, there may be Agreed Actionable Improvements or Updated Scrum Guidance Body Recommendations.

Release

1. Ship Deliverables—In this process, Accepted Deliverables are delivered or transitioned to the relevant Business stakeholders. A formal Working Deliverables Agreement documents the successful completion of the Sprint.
2. Retrospect Project—In this process, which completes the project, organizational Business stakeholders and Scrum Core Team members assemble to retrospect the project and identify, document, and internalize the lessons learned. Often, these lessons lead to the documentation of Agreed Actionable Improvements, to be implemented in future projects.

The Product Owner represents the interests of the business stakeholder community to the Scrum Team. The Product Owner is responsible for ensuring clear communication of product or service functionality requirements to the Scrum Team, defining Acceptance Criteria, and ensuring those criteria are met.

In other words, the Product Owner is responsible for ensuring that the Scrum Team delivers value. The Product Owner must always maintain a dual view. He or she must understand and support the needs and interests of all business stakeholders, while also understanding the needs and workings of the Scrum Team. The Product Owner must understand the needs and priorities of the business stakeholders, including customers and users.

Responsibilities of the Product Owner in Scrum Processes

Some other important responsibilities of a Product Owner are:

• Determining the project’s initial overall requirements and kicking off project activities; this may involve interaction with the Program Product Owner and the Portfolio Product Owner to ensure that the project aligns with direction provided by senior management.
• Representing user(s) of the product or service with a thorough understanding of the user community
• Securing the initial and ongoing financial resources for the project.
• Focusing on value creation and overall Return on Investment (ROI).
• Assessing the viability and ensuring the delivery of the product or service.