Professional Documents
Culture Documents
INFORMATION RADIATORS
What is Rocket61? Stay tuned for more, but the sneak peak is a concept of improvement. Just take the idea of a
rocket. Putting millions of horsepower behind a streamlined vehicle made to take us somewhere and explore new
ideas! The 61 is still a secret, but know this, Rocket61 is exploratory, investigative, curious, and every moving.
Core
Architecture
Analysis Business Initiatives
Portfolio
Estimate Submit
Portfolio Management Stakeholder
(Customer)
Interoperability Accessibility
Portfolio Backlog
Enterprise Architecture Initiatives
Roadmap
Marketing Business Sponsor Review Approve
Release
Functionality
http://files.softicons.com/download/transport-icons/standard-road-icons-by-aha-soft/png/256x256/roadmap.png
Product Backlog Continuous Gathering of Requirements Continuous Gathering of Requirements
Scrum Product Sprint Sprint Sprint Shippable Sprint Sprint Hardening Hardening PSI
Team Master Owner Team Backlog Increment
Team/Project
Sprint
Planning
Retro-
Spective Daily
Scrum
Scrum of Scrums
Sprint
Review Estimate
Based on Scaled Agile Framework. For more information on SAFe, please visit scaledagileframework.com
• Ceremonies
•Backlog Refinement
• Artifacts
Portfolio •Executive Vision/Vision Board
•Portfolio Backlog
•Product Roadmap
• Ceremonies
•Release Planning
•Backlog Refinement Product/
•Retrospective
• Artifacts Program
•Product Backlog
•Release Issues Backlog
•Release Burndown Chart
Team/Project
• Ceremonies
•Daily Scrum
•Sprint Review
•Backlog Refinement
•Retrospective
•Sprint Planning
• Artifacts
•Sprint Backlog
•Burndown Chart
RELEASE PLANNING
Product Owners, teams, ScrumMasters, and stakeholders come together to provide executive vision, plan the releases
over the next time period, and plan the complexity of cross-team collaboration.
ESTIMATION SESSION
Product Owner and team work on the estimation of the entire Product Backlog providing the basis for Release and
Sprint Planning.
DAILY SCRUM
The Daily Scrum helps the team to organize itself. It is a synchronization meeting between the team members. It takes
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place every day at the same time, at the same place. The meeting is time-boxed to 15 minutes.
SPRINT REVIEW
The status of the project is controlled by reviewing the working functionality. The Product Owner decides if the
delivered functionality meets the Sprint Goal.
RETROSPECTIVE
Inspect and adapt is a fundamental part of Agile. During the Retrospective the team analyzes the previous Sprint to
identify success stories and impediments
SCRUM OF SCRUMS
Representatives of individual teams synchronize regularly during the sprint to complete the release goal. Issues are
identified and information is provided on cross-team collaborative work.
PREPARATION
The meeting has a goal
All participants are invited
The meeting has a defined timebox
The agenda is defined at least one day before the
meeting takes place
The meeting goal and agenda has been sent to all
participants
All resources are booked
Suitable Room for the desired discussions/actions
Projector or connected large screen monitor of some kind
Laptop or other internet-connected device capable of connecting to the projector/screen
Flip chart and markers (optional)
The meeting room is fully prepared before the meeting starts
FACILITATION
A PARKING LOT IS A LIST ON A FLIP CHART TO COLLECT TOPICS
ROCKET TIP
WHICH ARE NOT PART OF THE MEETING AGENDA HOW TO HAVE BETTER MEETINGS:
Present the meeting goal
Present the agenda
HOW TO RUN YOUR MEETINGS LIKE APPLE AND
GOOGLE, BY SEAN BLANDA
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If a discussion about a topic starts that is not part of the
11 SIMPLE TIPS FOR HAVING GREAT MEETINGS
agenda: FROM SOME OF THE WORLD’S MOST PRODUCT
Add the topic to the parking lot PEOPLE, BY CAMILLE SWEENEY AND JOSH
If the meeting time is over but the goal has not been GOSFIELD, FASTCOMPANY
reached:
WHAT UNPRODUCTIVE MEETINGS ARE COSTING
Arrange a new meeting YOU, BY LAURA MONTINI, INC. MAGAZINE
If the participants achieve results:
MEETING TICKER WEB APP, BY TOBY TRIPP
Write the results down on the flip chart
Make sure everyone agrees about the written results MEETINGS ARE A SKILL YOU CAN MASTER, AND
If the parking lot is not empty: STEVE JOBS TAUGHT ME HOW, BY KEN SEGALL
Find a person responsible for each topic
Add the name of the person in charge to each topic
MANY MEETINGS CAN BE AVOIDED BY QUICK CONVERSATIONS BETWEEN TEAM MEMBERS!
OUTPUT
Every participant knows where to find
the results
PREPARATION
Follow the General Meetings guidelines
Participants are invited: THE AGILE COMMUNITY HAS SEVERAL GOOD
RESOURCES AVAILABLE THAT EXPLAIN RELEASE
Product Owner
PLANNING. MITCH LACEY'S “STRUCTURED APPROACH
ScrumMaster
TO RELEASE PLANNING” ASSUMES THAT AN
All team members
ESTIMATED AND ORDERED BACKLOG EXISTS AND
Stakeholders THAT THE TEAM KNOWS ITS VELOCITY. TOMMY
Timeboxed to one day (8 hours) per quarter of planning NORMAN'S “AGILE RELEASE PLANNING 101” GOES A
Executive Vision/Product Board and preliminary road- LITTLE DEEPER INTO THE STEPS LEADING UP TO AND
map are ready INCLUDING RELEASE PLANNING.
ScrumMaster validates:
Organization Readiness - aligned strategy for programs and features (scope/roadmap) between product
and business
Content Readiness - vision and context are clear and that the right people are available. Product and
executive teams are ready to present vision and “top ten.” All teams are ready to discuss architectural
and technology impacts
Additional Facilities
Room large enough to allow for collaboration between team members and stakeholders with areas for 6
breakout sessions
Whiteboards with markers – enough for multi-breakout sessions and teams to interact
Projector
Device capable of accessing and displaying an in-process and finalized product backlog
Remote video conferencing capability
FACILITATION
ScrumMaster provides high level overview of the agenda including review of meeting guidelines.
Executives or product owners present
Prioritized roadmap of features, initiatives, epics, etc.
End date of the release cycle
Question & Answer sessions or breakouts focused on architectural or technology challenges as well as any
newly identified dependencies
Teams provide total capacity based on historical data, taking into account any movement or changes (should
be minimal) between teams
Teams work with each other to develop draft plans. These include any newly decomposed user stories
enough to estimate and prioritize further with product owners. Identify, discuss, and plan for cross-team
dependencies
Add any issues to a Release Issues Backlog
OUTPUT
Plan and commit to a set of initiatives and goals for the next release timebox (preferably quarter or half-year)
Teams, ScrumMasters, and Product Owners understand product backlog and issues backlog
Cross-team plan for accomplishing the product backlog
FACILITATION
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Present the goal of the meeting
The Product Owner presents the portion of the Product Backlog that he wants to be estimated
If the Backlog is not estimated at all:
Select a Backlog Item that you expect to be one of the smallest stories you’ll work on, give it 2 story points
For each Backlog Item in the Product Backlog:
The Product Owner explains the story behind the Backlog Item
Each team member selects one of his Planning Poker Cards to vote for the relative size of the Backlog Item
The team members show their cards at the same time
If the estimates differ, the most contrary team members discuss their view of the Backlog Item and the
voting is repeated up to 2 times until all team members share the same opinion the estimate is added to
the Backlog Item
End the Estimation Meeting with a wrap-up
If necessary, schedule an additional estimation meeting
OUTPUT
The estimated Product Backlog is available for everyone in the organization
PREPARATION
Follow the General Meetings Guidelines
Participants are invited:
Product Owner
Scrum Master
All team members
Timeboxed to 4 hours for a 4 week sprint and relative for shorter sprints
Product Backlog is prioritized
Backlog Items are estimated
Product Backlog is visible and accessible to everyone in the meeting
Planned absences of team members are known
The results of the Sprint Review and the Retrospective are available
EVERY APPOINTMENT FOR THE REGULAR SCRUM MEETINGS IS DEFINED AT SPRINT PLANNING. RECOMMENDED
DURATION FOR REGULAR SCRUM MEETINGS OF A 30 DAY SPRINT (OR 4 WEEK):
Sprint Planning, Part 1 4 hours Sprint Review 2 hours
Sprint Planning, Part 2 4 hours Retrospective 2 hours
Daily Scrum 15 minutes Backlog Grooming/Estimation 4 hours
FACILITATION
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Make the Sprint Schedule visible to everyone
Appointment for the Sprint Planning, parts 1 & 2
First and last days of the Sprint are defined
Appointment for the Daily Scrum Meeting
Appointment for the Sprint Review Ceremony
Appointment for the Retrospective Ceremony
Appointment for the Backlog Grooming Meeting (optional)
Make the Sprint Review Meeting results visible to everyone
Make the Retrospective results visible to everyone
The Product Owner informs team about the product vision and sprint goal(s)
The Product Owner reviews the top estimated and prioritized backlog items
The Product Owner and the team mutually agree on the Sprint Goal and the Selected Product Backlog based
on team capacity.
OUTPUT
Team understand the sprint timeline
Selected Product Backlog is well prepared for Sprint Planning, Part 2
PREPARATION
Follow the General Meetings Guidelines
Participants are invited:
Product Owner
ScrumMaster
All Team members
Timeboxed to 4 hours for a 4 week sprint and relative for shorter sprints
The Selected Product Backlog is accessible for the task planning
Means to create and track tasks (software or physical task board)
FACILITATION
Team members define tasks for each Backlog Item
Make sure that every piece of work (as much as can be known) is taken into account:
Coding
Testing
Code review
Meetings
Learning new technologies
Writing documentation
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If a task effort is bigger than one to two days:
Try to split the task into smaller tasks
If the team believes that the Sprint Backlog is too large:
Remove Backlog Items together with the Product Owner
If the team believes that the Sprint Backlog is too small
Move the most important Backlog Items from the Product Backlog to the Sprint Backlog together with the
Product Owner
The team commits to the Sprint Goal
PREPARATION
Follow the General Meetings Guidelines ROCKET TIP
Participants are invited:
THERE ARE ADDITIONAL WAYS TO
All team members CONDUCT A DAILY STAND UP.
Scrum Master ALTERNATIVES ARE CONCEPTS LIKE
(Optional) Product Owner “WALKIN HE OARD,” ETC. ASK
(Optional) Other stakeholder A OU OUR “FUN WI H DAILY
Timeboxed to 15 minutes RUM ” RAININ !
Team members have updated their tasks on the virtual or physical
team board
Issues backlog is available to add, remove, or edit items
FACILITATION
Every team member answers the three questions.
What did you accomplish yesterday?
What are your plans for today (or what are you working on today)?
Do you have any issues or impediments that might keep you from
accomplishing your plans for today?
If something is in the way: add it as an issue to the Issue Backlog
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If a discussion starts:
Remind the team members to focus on answering the questions
If a stakeholder wants to say something: remind him politely, that this meeting is only for the team
OUTPUT
Issues Backlog is updated
Team knows if there is something from the previous day that is an issue to another team member.
Team is aware of what the rest of the team is planning to do and if they are needed to assist.
PREPARATION
Follow the General Meeting Guidelines
Participants are invited:
Product Owner
Scrum Master
All team members
Stakeholders
Customers
Other team members
Timeboxed to 2 hours (or shorter for shorter sprints)
The Sprint Goal is visible to everyone
The Selected Product Backlog is accessible and visible to everyone
The team has prepared workstations, devices etc. to demonstrate the new functionality
FACILITATION
The team presents the Sprint results and demonstrates the new functionality, Backlog Item after Backlog Item
If the Product Owner wants to change a feature:
Add a new Backlog Item to the Product Backlog
If a new idea for a feature occurs:
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Add a new Backlog Item to the Product Backlog
If the team reports an issue which is not solved yet:
Add the issue to the Issue Backlog
OUTPUT
Common understanding about the Sprint results and the product state
FACILITATION
Present the goal of the meeting 12
Present the Prime Directive
Discuss and answer the questions:
What went well?
What didn’t go well?
What can we do better next sprint?
Identify who is responsible for the answers to “what can we do better next sprint?”
Prioritize the list of improvements
Run a wrap-up of the meeting:
Each participant gives a short reflection about the retrospective
OUTPUT
Any issues are added to the Issues Backlog
“What can we do better next sprint” is added to Team Working Agreement
Week 1 Week 2 Week 3
FACILITATION
Every team representative answers the three questions.
What did your team accomplish since the last Scrum of Scrums?
What are your plans until the next Scrum of Scrums (or what are you
working on now)?
Do you have any cross-team issues or impediments that might keep you
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from accomplishing your plans?
If something is in the way: add it as an issue to the Issue Backlog
If a discussion starts:
Remind the team representatives to focus on answering the questions
OUTPUT
Release Issues Backlog is updated
Team representative and Scrum Master know if there is something from the previous time period that is an
issue to another team.
Team representative and Scrum Master is aware of what the rest of the teams are planning to do and if their
teams are needed to assist.
SCRUMMASTER
Acts as a facilitator for both the team and the Product Owner. The ScrumMaster removes impediments that impact the
team’s forward progress toward the sprint goals and manages the scrum/agile process.
TEAM
Consists of 3-9 people excluding the Product Owner and ScrumMaster (some variants say 7 +/-2). The team is comprised
of individuals who, as a whole, are capable of carrying out the sprint goals. They are autonomous and work together in
the same general area.
STAKEHOLDER
An individual or group of individuals (such as a department or component-based group) that can affect the outcome of
the sprint or project. Generally, this role is managed outside of the scrum/agile process by the Product Owner, but can
impact the success of the initiative.
CHIEF SCRUMMASTER
Acts a leading driver or innovator in the areas of operational agile/scrum within an organization. This role will
sometimes act as the ScrumMaster of ScrumMasters or have additional responsibilities of program or portfolio
management.
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CHIEF PRODUCT OWNER
The single point of accountability (single ringable neck) for the success or failure of the complete program or product
line. This role is responsible for the entirety of the roadmap or enterprise product backlog.
RESPONSIBILITIES
PEOPLE
Representative of all stakeholders
Understands users and customers
Creates common communication
between the team and the
stakeholders
STRATEGY
Focus is on the business model
Carries the product vision to the team
PRODUCT DELIVERY
Formalizes a specific, measurable and reasonable Product Backlog and prioritizes it by business value
Maintains the Product Backlog continuously
Tracks time and budget (project progress)
Validates the completed sprint backlog and the sprint goal
ARTIFACTS
Product Vision 15
Product Backlog
Release Burndown
Product Roadmap
AUTHORITY
Decides on delivery dates
Can cancel a sprint if it no longer meets business value PRODUCT OWNER KEY QUALITIES AND
Because he/she maintains the Product Backlog, the CHARACTERISTICS
Product Owner can request what work is done in a Availability Business Savvy
sprint. Communicative Experienced
Humble Empowered
LIMITATIONS Prepared Fun
Cannot determine the amount of work that a team Collaborative Flexible
performs in a sprint Historically Knowledgeable
Cannot change the Sprint Backlog unless an emergency
arises
Although they have organization authority, the product owner should not tell the team how to deliver a
solution.
RESPONSIBILITIES
PEOPLE
Coach and facilitator for the team and the product owner
Protects the team from outside distractions
Protects the team from over-commitment as well as complacency
STRATEGY
Always has a training plan for the team – the Issues Backlog
Acts as “process owner” for the team, making sure the team not only lives by the values of agile, but also
investigates new ways of working better
Works with the organization and other ScrumMasters SCRUMMASTER KEY QUALITIES AND
to implement agile practices outside of the CHARACTERISTICS
development teams
Servant-Leader Facilitative
PRODUCT DELIVERY Communicative Assertive
Improves productivity by removing issues that impair Enthusiastic Transparent
the teams ultimate goal – delivering a potentially Accountable Empowering
shippable increment
Works with the product owner to forecast team
Conflict Resolver
Situationally
Flexible
Aware
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velocity
Validates the manageability of the product backlog by
making sure items near the top are expressed as I.N.V.E.S.T. user stories (see call out box below)
ARTIFACTS
Sprint Backlog
Sprint Burndown Chart
Taskboard
SMALL
AUTHORITY
INDEPEN- NEGOTIABLE
The ScrumMaster has authority over the DENT
process. He or she is the one responsible
for making sure that the agile principles
are followed
Protects the team and works with the Product I.N.V.E.S.T.
Owner to maximize the return on investment
VALUABLE
Has authority within the team to question
ways of working
Works with other ScrumMasters to implement
organizational agile improvement ESTIMABLE
TESTABLE
LIMITATIONS
Servant-Leader, no organization authority whatsoever
Team does not report to ScrumMaster FIG. ARE YOUR STORIES GOOD ENOUGH?
RESPONSIBILITIES
PEOPLE
Team is responsible for the work and culture. Issues with other team members should be handled internally
first
Self-Managing and Self-Organizing – empowered to define who will perform the tasks and in which order
they are performed
Update each other on what they are doing and if there are any issues, not just during the Daily Scrum
Work with and negotiate with the Product Owner, who is the primary client
STRATEGY
Must continuously improve the ways of working in order to increase efficiency and consistency
Breakdown the requirements, create tasks, and estimate work items.
PRODUCT DELIVERY
Responsible to deliver the committed sprint backlog within the required quality metric
Responsible for not only the delivery of the sprint goal and backlog, but also negotiating both of those
artifacts
All sprints must have a potentially shippable increment
ARTIFACTS 17
Sprint Goal
Sprint Backlog
Team Agreement
AUTHORITY
Team defines how much work they can undertake based on past sprint capacity
Autonomy on the technical solution for the functionality requested
Able to define improvements to systems and methods in order to increase quality and efficiency
Team defines the way they will work and sets rules of engagement (within reason)
LIMITATIONS
The team does everything to win the game – to deliver
TEAM KEY QUALITIES AND CHARACTERISTICS
the product
Cross-functional - the full know-how to realize the Cross-Functional Collaborative
product Learning Multidisciplinary
Understands the vision and Sprint Goals of the Product Enthusiastic Transparent
Owner in order to deliver potentially shippable product
Autonomous Discipline
increments
Responsibility Initiative
Courage to Seek Out Review
RESPONSIBILITIES
Stakeholder submits new
PEOPLE issue to Product Owner
throughout the sprint and release relative to their involvement in the backlog items
ARTIFACTS
Product Feedback
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AUTHORITY
Because a stakeholder could be a resource manager, it is important to recognize that these roles, albeit
indirectly, still need to be managed
Ability to fund or not to fund, in several scenarios, the ongoing development of work
Can be a remover of issues and roadblocks
LIMITATIONS
Will work through the product owner for adding or changing work in the product backlog
Should not directly manage the day to day activities of the team
High power, less interested people: put enough work in with these people to keep
Power
them satisfied, but not so much that they become bored with your message.
Low power, interested people: keep these people adequately informed, and talk
Monitor Keep Informed to them to ensure that no major issues are arising. These people can often be very
helpful with the detail of your project.
Low power, less interested people: again, monitor these people, but do not bore
them with excessive communication.
Interest
RESPONSIBILITIES
PEOPLE
Acts as Product Owner to the ScrumMasters, helping define the organizational direction for process based
on the needs of the customer (organization)
Acts as a ScrumMaster to the organizational leadership, portfolio team, and executive team
Researches and shares resources for teams and programs to successfully execute the roadmap
STRATEGY
Serves as coach, advisor, and agile counselor to the organization
Participates in developing business, development, and enterprise process in order to align with the Agile
Manifesto and Principles behind the Agile Manifesto
Works with Product Owners, customers (business owners) and other managers to maintain alignment with
strategic vision
PRODUCT DELIVERY
Coaches enterprise teams and helps foster improving agile project, program, and portfolio management
Participates in and, more than likely, facilitates release planning
Participates in and, more than likely, facilitates scrum of scrums 19
Removes organizational issues
Coaches the Chief Product Owner on improving the Portfolio Backlog
ARTIFACTS
Organizational Issues Backlog
Agile Adherence Checklists
Portfolio Backlog
AUTHORITY
Generally, has organizational leadership of the ScrumMasters through an Agile Office
Owns the enterprise or organization process
Can direct and suggest process changes across the enterprise to facilitate improvements in efficiency
LIMITATIONS
As still a ScrumMaster, the Chief ScrumMaster only has authority within the group to which he is coaching and
only that allowed
ScrumMaster
Project Project
Governance Tools Portfolio Management Strategy Process Methodology Improvement
The proces ses that need to
The devices and methods
used to implement a
Management The discipline of plan ning, Establis hing a roadmap for
continued and improving
Document and improve
guidelines for successful
Evolving in the way we
approach the work in order
Coach, teach and men tor
exist for a successful project The scope necessary to have organizing and motivating toward a greater success
successful project successful project resources to ach ieve project project success project managemen t to increase success
implementation success
Exceptions
Review
Review reques ted
exceptions and approve/
deny/approve with
mitigation
AUTHORITY
Decides on release dates
Can cancel a release if it no longer meets business value
Because he/she maintains the product Backlog, the Chief Product Owner can request what work is done in a
release.
LIMITATIONS
Cannot determine the amount of work that the teams perform in a release
Cannot change Sprint Backlogs unless an emergency arises within the release
Although he/she has organization authority, the Chief Product Owner should not instruct their team to tell the
development teams how to deliver a solution.
PORTFOLIO BACKLOG
The portfolio backlog builds upon the product roadmap and begins to break down the roadmap into features and
initiatives that will need to be accomplished in order to meet the business value of the product roadmap. Where the
roadmap might focus on key business and architectural initiatives, the portfolio backlog begins focusing on what needs
to be done by each product in order to make the roadmap a realization. This becomes the basic estimable building
blocks of the release, product, and ultimately, sprint backlogs. While there is no
PRODUCT BACKLOG
The product backlog is a prioritized features list, containing short descriptions of all functionality desired in the product.
It is not necessary to start a project with a lengthy, upfront effort to document all requirements. Typically, a team and
its product owner begin by writing down everything they can think of for backlog prioritization and estimation. This
product backlog is almost always more than enough for a first sprint. The product backlog is then allowed to grow and
change as more is learned about the product and its customers.
SPRINT BACKLOG 22
The sprint backlog is a list of tasks identified by the team to be completed during the sprint. During sprint planning, the
team selects some number of product backlog items, usually in the form of user stories, and identifies the tasks
necessary to complete each user story. Most teams also estimate how many hours each task will take someone on the
team to complete.
ISSUES BACKLOG
Issues occur on all organizational levels. The Issues Backlog (whether team, product/release, or portfolio) identifies,
prioritizes and makes them visible to the organization. Capture and track these issues updating new, in-process, and
closed states. This backlog becomes the learning list for the team and is managed by the ScrumMaster whereas the
release issues and portfolio backlogs are generally managed by the Chief ScrumMaster.
“ O 10” Y I AL I UES
The ceremony rules are not followed
Product Vision and Sprint Goal(s) are unclear
The Product Owner is not available for questions
Backlogs are not prioritized by business value
Not everyone who contributes to the delivery is on the team or program
The ScrumMaster has to perform other tasks and is not able to focus on the team progress
The teams are too big (> 9 members)
The teams have no room where they can work together
The teams have no dashboard to access the Sprint Backlog
Information Radiators are not available to the entire organization
SPRINT BURNDOWN
All teams, whether delivering a potentially shippable increment or an actual
released product, use a sprint burndown chart to track the remaining effort
in product backlog items for the sprint. The horizontal axis of the sprint
burndown chart shows the number of days in the sprint while the vertical
axis shows the amount of work remaining (effort) during each day of the
sprint.
TASK BOARD
The team can make the sprint backlog visible by putting it on a task board.
This task board can be either physical or virtual (managed through any of 23
the amazing software tools available to the community). Team members
update the task board continuously throughout the sprint; if someone
thinks of a new task (“update the database for the new happy or not
column”), he or she writes a new task and adds it to the task board. Either
during or before the daily scrum, estimates are changed (up or down), and
tasks are moved around the board.
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