Development Team

The Development Team is made up of the professionals who do the work of delivering the Product Increment. They self-organize to accomplish the work. Development Team members are expected to be available to the project full time.

Traditional software development approaches define various job types, such as architect, programmer, tester, database administrator, UI designer, and so on. Scrum defines the role of Development Team, which is simply a cross-functional collection of these types of people. The Development Team’s members, collectively, have the skills required to deliver the business value requested by the Product Owner. Whenever you can, you should create cross-functional teams. Parcelling the work out to different role-specific teams is suspect and is likely a serious impediment to the successful use of Scrum.

At the beginning of each Sprint, the Development Team participates in Sprint Planning. In collaboration with the Product Owner and with facilitation from the Scrum Master, the Development Team helps to establish the goal for the next sprint.

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Sprinting

In Scrum, work is confined to a regular, repeatable work cycle, known as a Sprint or Iteration. Scrum Sprints are fixed intervals, ranging from one week to one month with preference to shorter periods. Working within the boundaries of such an accelerated time-frame, the team would only be able to build the most essential functionality.

A Release is typically composed of multiple Sprints, each of which delivers customer or user value. Every Sprint begins with Sprint Planning, a time when the Scrum Team gathers to agree on a Sprint Goal and determine what it can deliver during the forthcoming Sprint.

Sprint Execution accounts for the majority of time during a Sprint. It begins after Sprint Planning and ends when the Sprint Review starts. On a two-week-long Sprint, Sprint Execution might account for about eight out of the ten days.

Sprint Execution is the work the Scrum Team performs to meet the Sprint Goal. During the Sprint, the Development Team self-organizes to produce a Product Increment in accord with the Sprint Backlog, as determined during Sprint Planning. Self-organizing means that the team responsibly produces the Product Increment in accord with all the organization’s standards, according to the Definition of Done, and that the Development Team determines just how to go about that.

The Scrum Master participates as the coach, facilitator, and impediment remover, doing whatever is possible to help the team be successful. The Scrum Master doesn’t assign work to the team or tell the team how to do the work. A self-organizing team figures these things out for itself.

The Product Owner must be available during sprint execution to answer clarifying questions, to review intermediate work and provide feedback to the team, to discuss adjustments to the Sprint Goal if conditions warrant, and to verify that the acceptance criteria of Product Backlog Items have been met.

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Sprint Planning

Each Sprint begins with a time boxed meeting called Sprint Planning. In this meeting the Scrum Team collaborates to select and understand the work to be done in the upcoming Sprint.

The entire team attends the Sprint Planning meeting. Working from the ordered Product Backlog, The Product Owner and the Development Team members discuss each item and come to a shared understanding of that item and what is required to complete it consistent with the current Definition of Done.

In Scrum, the Sprint Planning meeting is described as having two parts.

Choose Goal: the Team and the Product Owner collaborate to decide how much of the prioritized backlog can be turned into potentially shippable functionality.

Create Sprint Backlog: the Team defines the tasks required to build that functionality during the next Sprint, including estimates to achieve the Definition of Done.

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