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After the RISK analysis, the Confidence VOTE is conducted at the Program Increment PLANNING session. It is when all members of the team meet together and raise their voices and vote with their fingers on their confidence level in the completion of the PI Targets. Only when all of the features and user STORIES have been appropriately estimated and prioritized can the confidence vote be used. All of the work that is being done must be transparent to all parties involved, with all dependencies and hazards clearly defined.
With a vote of confidence, you can create an environment where INDIVIDUALS feel free to share and express their opinions. It boosts team members' morale since they should feel that their opinions are respected.

A Scrum Master is not required to be present; all that is required of him or her is that the Development Team has a Daily Scrum. Only Development Team members are ALLOWED to participate in the Daily Scrum. ALTHOUGH the Scrum Master or Product Owner is welcome to attend this meeting to help with the Daily Scrum, Scrum does not necessitate it. During the Daily Scrum, the Development Team members synchronize their work, track their PROGRESS toward the Sprint Goal, and, if NECESSARY, ADJUST the Sprint Backlog and the plan for the following 24 hours.

DoD stands for Definition of Done. It is the set of deliverables that contain written codes, comments on CODING, unit tests, integration testing, design documents, release NOTES, and so on. This provides project development with quantifiable and DEMONSTRABLE benefits. It is quite beneficial to scrum when it comes to identifying deliverables that will assist the project reach its goal.

It assists with:

• Identifying the steps necessary to complete the iteration.
• The use of APPROPRIATE technologies, such as burndown, to improve the efficiency of the process.
• Providing timely input at all stages of the project's LIFE cycle.
• Assuring that the product backlog items are properly walked through and understood.
• The establishment of a checklist for the backlog items in the product.
• Assuring that it is defined in such a way that it is task-oriented.
• Including the product owner in the sprint review and sprint retrospective.

The modest amount of effort put in to establish a rough skeleton of the product backlog is referred to as SPRINT 0. It also contains information on calculating product release dates. Sprint 0 is necessary for the following tasks:

• Creating a skeleton for the project, as well as research spikes
• Maintaining a minimalist design
• Creating a few stories completely
• Being lightweight and having a low velocity

The spike is a collection of activities that use Extreme Programming for research, design, investigation, prototyping, and other purposes. It tries to mitigate the technical approach's risks by ASSISTING with the acquisition of knowledge in order to better COMPREHEND requirements and increase reliability.

The sprint RETROSPECTIVE is both a time to analyze and change the process and an opportunity to reflect on it. Attendance by the ENTIRE Scrum team is required. This includes the Scrum Master, the product owner, and all members of the development team (including everyone who is designing, BUILDING, and testing the product).
However, other TEAMS may not want to include the product owner since it will obstruct their discussion. If there is a lack of trust between the product owner and the development team, or a lack of safety that prevents the product owner from speaking candidly, the product owner should not attend until the Scrum Master can help teach those engaged in building a safer, more trusting atmosphere. Anyone not on the immediate scrum team, especially team members' managers, should not be invited to PARTICIPATE.

• Epic - It is SOMETHING so large that it will almost certainly not fit into a sprint, is unclear in terms of client requirements, and should be split down into stories.  Epics are often defined at the EARLY stages of product road mapping and then broken into stories in the product backlog when additional information becomes available.
• User Story - A story is anything actionable that can be fit into a sprint. These are INVEST criteria-based story points and definitions. By the END of an iteration, stories should give a vertical slice of functionality to the client that is both valuable and complete. Typically, stories are developed throughout the product development process, particularly PRIOR to iteration planning and throughout higher-level product road mapping.
• Task - They are the decomposed parts of a story that define how the story will be finished. If NEEDED, tasks can be estimated by the hour. Tasks are typically defined by the individuals who execute the job, whereas stories and epics are typically developed by the customer. Because tasks are temporary, they are produced within the confines of an iteration.

Timeboxing refers to ALLOCATING a specific amount of TIME to a specific activity. A timebox is a time measurement unit. A timebox should be no more than 15 minutes long.

Before the Sprint timebox limit expires, a Sprint can be canceled. The sprint can only be canceled by the PRODUCT OWNER.

To MANAGE risk, there are five essential measures to follow. They are as follows:

• Identification of Risk: The first step is to determine the risks that the company faces in its current operational environment. There are NUMEROUS forms of risks, including legal risks, environmental risks, market risks, regulatory risks, and so on. It's critical to recognize as many of these risk variables as possible.
• Analysis of the Risk: It is necessary to examine a risk once it has been recognized. The risk's scope must be assessed. It's also crucial to COMPREHEND the relationship between risk and other internal components. It is crucial to establish the severity and importance of the risk by looking at how many business OPERATIONS it affects.
• Ranking the Risk: Risks must be prioritized and ranked. Based on the intensity of the risk, most risk MANAGEMENT solutions have several risk categories. Risks that can result in serious loss are ranked the highest, while risks that may cause some inconvenience are rated the lowest.
• Treating the Risk: Every risk must be minimized or eliminated to the greatest extent practicable. This is accomplished by contacting specialists in the field to which the risk pertains. In a manual situation, this means calling each and every stakeholder and then scheduling up meetings for everyone to talk about and debate the concerns.
• Reviewing the Risk: The risk is then reviewed to ensure that the risk has been eliminated completely.

Scrum Artifacts contain critical information that the Scrum Team and STAKEHOLDERS need to know in order to understand the product being developed, the activities that have been completed, and the activities that are planned for the project. The Scrum Process Framework defines the following artifacts:

• Product Backlog: The Product Backlog is a list of all the features, functionalities, requirements, additions, and fixes that will be included in FUTURE releases of the product. Description, order, estimate, and value are all properties of Product Backlog items.  The Product Owner is in charge of the Product Backlog's content, as well as its availability and ordering.
• Sprint Backlog: The Sprint Backlog consists of the Product Backlog items chosen for the Sprint, as well as a strategy for delivering the product increment and achieving the Sprint Goal. It is the Team's projection of what feature will be available in the next Increment, as well as the work required to turn that functionality into a working product Increment.
• Increment: The Increment is the total of all Product Backlog items accomplished THROUGHOUT a Sprint plus all preceding Sprint increments. The new Increment must be a working product at the end of a Sprint, which means it must be in usable form. Regardless of whether the Product Owner decides to release it, it must be in functioning condition.
• Sprint Burn-Down Chart: The total work remaining in the Sprint Backlog can be totalled at any point throughout the Sprint. The team keeps track of the overall work remaining for each Daily Scrum to estimate the chances of MEETING the Sprint Goal. The Team can control its progress by keeping track of the remaining work during the Sprint. The Sprint Burn-Down Chart is a METHOD of tracking how much work the Scrum Team has done in a given sprint. This has been shown to be an effective method for tracking Sprint progress toward the Sprint Goal.

One of the most common approaches for evaluating teamwork is to estimate in man-hours. While man-hours are SIMPLE to comprehend, they have a number of SIGNIFICANT drawbacks:

• Few activities, such as legacy work, are difficult to estimate precisely.
• If one team member delivers the estimate but the task is completed by another, the estimate is useless.
• The amount of time it takes to perform a task depends on the developer's level of experience.
• Teams frequently overestimate the obstacles they may face and simply consider the best-case scenario.

The benefits of estimating USER STORIES in points include the following: There is no association between the estimator's skills and experience, and story points are independent of the story's author. The team members can estimate more correctly since story points are a measurement of relative sizes, and the size of the story cannot be changed by external forces. As team behavior takes precedence over individual conduct, Story Points encourages collaboration. The team comes together when they use planning poker to estimate story points. As teams exchange, constructively criticize, argue, and have fun playing poker cards to arrive at an agreement on estimations, it serves as a team-building activity.

A good user story comprises a description as well as set acceptance criteria. It should be a piece that can be completed in a SPRINT and has the fewest dependencies POSSIBLE. Within the sprint's constraints, the team should be able to build and test while also delivering estimations. In a nutshell, the INVEST principle is followed by good user stories.

• I stands for Independent - The user story should be such that the team members are less reliant on others
• N stands for Negotiable - It should describe the functionality and is subject to AGREEMENT between the Team and the PRODUCT Owner.
• V stands for Valuable - It should add value to the customer's experience.
• E stands for Estimable - It should be such that the time requirement can be approximately estimated.
• S stands for Small - It should be small enough so that the team can complete it in a sprint.
• T stands for Testable - It should have good acceptance criteria.

During backlog REFINEMENT or sprint preparation, the scrum master can assist the team in producing good user stories so that they can be picked up for the commitment.

The Scrum Master provides support to the Scrum Team in a variety of ways, including:

• Mentoring MEMBERS of the team in self-management and cross-functionality
• Assisting the Scrum Team in focusing on creating elevated Increments that meet the Definition of Done
• Removing roadblocks to the Scrum Team's progress
• Ensuring that all Scrum events occur and are positive, productive, and kept WITHIN the timeframe.

The Product Owner benefits from the Scrum Master in a variety of ways, including:

• Assisting in the use of strategies for successful product goal definition and backlog management;
• Assisting the Scrum Team in comprehending the need of having CLEAR and PRECISE Product Backlog items;
• Assisting in the development of empirical product planning for a complicated environment

The Scrum Master helps the company in a variety of ways, including:

• Leading, mentoring, and training the organization's Scrum adoption.
• Making plans and recommending Scrum implementations within the organization assisting employees and stakeholders in understanding and putting into practice an empirical approach to complex work.
• Removing barriers between stakeholders and Scrum Teams.

No, Scrum and Agile are not the same. Following are the differences between them:

The User STORY is outlined as follows:
As a <Type of User&GT;,
I want <To PERFORM Some Task>,
So that <I can ACHIEVE some goal/benefit/value>.

Example:
User Story in case of a person’s online purchase :
As a CUSTOMER,
I want to shop online from websites,
So that I do not need to visit the local market.

User stories can be written by anyone. Although it is the product owner's job to ensure that an agile user STORY BACKLOG exists, this does not imply that the product owner is the one who produces them.
During the early stages of product development, the TEAM discusses needs and records them as user stories. As long as there is a product backlog, it will never be frozen. As a result, if someone thinks there's a MISSING requirement or anything that could benefit the client, they can add it to the queue as a user story. There is no rule or GUIDELINE indicating that the stories must be written solely by the product owner. Because there is a set format, anyone creating the story should know exactly what it means and how to write it.

A user story is a casual, generic explanation of a software feature written from the end user's perspective. Its goal is to communicate how a software feature will benefit the customer. Putting people first is a critical component of agile software development, and a user story does just that by putting end-users at the heart of the discussion. The development team and their efforts are described in these anecdotes using non-technical language. The team knows why they're DEVELOPING, what they're building, and what value it adds after reading a user story.
Following are the advantages of using User Story:-

• The main advantage of User Story is the user-centric definition. This is because, in the end, the user will be the one who uses the PRODUCT in the relevant user scenarios. It establishes a LINK between end-users and team members.
• The User Story's syntax ensures that the objective, benefit, or value that the user wishes to attain is captured.
• The Scrum Team will benefit from the acceptance criteria because they are included in the user story.
• It is possible to make changes to a user story throughout the project's execution. If the user story's scope grows too LARGE, it must be divided into smaller user stories. The acceptance criterion's CONDITIONS can also be changed.

Following are the three pillars of Scrum:

• TRANSPARENCY: Those accountable for the outcome MUST be ABLE to see important components of the process. Transparency necessitates that those elements be defined by a uniform standard so that viewers may comprehend what they are seeing. For example, all participants must speak the same language when referring to the process, and those performing the job and those inspecting the resulting increment must have the same concept of "done."
• Inspection: To spot undesired deviations, Scrum USERS must examine Scrum artifacts and progress toward a Sprint Goal on a regular basis. Their inspections should not be so frequent that they become a hindrance to their work. Inspections are most effective when performed diligently at the point of work by skilled inspectors.
• Adaption: If an inspector concludes that one or more parts of a process deviate beyond acceptable boundaries, the method or the material being processed must be modified. To avoid future deviation, an ADJUSTMENT must be performed as soon as feasible.

Following are the five Scrum values:

• Commitment: Scrum teams must be able to function as a team to accomplish a common goal. This entails putting faith in one another to complete their jobs and deliver to the best of their abilities. It will only occur if each team member is completely dedicated to the project and the team.
  Scrum masters and team leaders can aid commitment by facilitating good sprint preparation and shielding teams from mid-sprint scope changes and undue product owner pressure.
• Focus: Each member of the team must remain focused on the work at hand as well as how it affects the sprint goal in order to get the most out of each sprint.
  Scrum masters might limit the number of tasks or priorities assigned to each team member throughout sprints to help them stay focused. Individuals can also stay focused on their assigned work by encouraging FULL team participation in daily Scrum meetings.
• Openness: Each member of the team must be absolutely truthful about their personal progress in order for the Scrum team to accomplish the maximum progress in the quickest period possible. The daily Scrum meeting's goal is to identify and solve problems. That won't happen if team members aren't honest about any problems or hurdles they're facing. Team members must also be willing to collaborate with one another and see each other as vital contributors to the project's success.
  Being upfront with their teams is one of the finest methods for Scrum masters to FOSTER openness. Giving honest feedback at daily Scrum meetings is not only crucial for making required adjustments, but it will also inspire team members to be honest and open in return.
• Respect: Respect in a Scrum team implies understanding that no single individual or their contribution is more valuable than another. Respect also entails putting your faith in your coworkers to complete their jobs, listening to and considering their suggestions, and praising their achievements.
  Scrum masters may assist their teams to develop REGARD for each other by exhibiting respect for the product owner, stakeholders, and team members.
• COURAGE: Scrum teams must have the guts to be genuine, upfront, and honest about the project's progress and any bottlenecks they encounter, both with themselves and with stakeholders. Members of the team must also have the bravery to seek assistance when needed, attempt new techniques or procedures that they are unfamiliar with, and respectfully disagree and engage in open debate.
  Scrum masters, like respect, can FIRST and foremost promote courage by displaying it. To avoid mid-sprint adjustments or scope creep, the Scrum Master must have the confidence to stand up to stakeholders and product owners.

A Sprint is at the heart of Scrum. It is a two-week or one-month PERIOD in which a potentially releasable product increment is generated. Following the conclusion of the preceding Sprint, a new Sprint begins. It breaks down large, difficult undertakings into manageable chunks. It helps teams provide high-quality work faster and more frequently, making projects easier to manage. Sprints provide them with more flexibility in adapting to changes.
Sprint PLANNING, daily scrums, development work, Sprint review, and sprint retrospective are all part of a sprint.

• The work to be done in the Sprint is planned COLLECTIVELY by the Scrum Team during Sprint planning.
• The Daily Scrum Meeting is a 15-minute timed event in which the Scrum Team synchronizes EFFORTS and creates a strategy for the following day.
• At the end of each Sprint, a Sprint Review is held to review the Increment and, if necessary, make modifications to the Product Backlog.
• After the Sprint Review and before the following Sprint Planning, there is a Sprint Retrospective. The Scrum Team will inspect itself and prepare a plan for changes to be IMPLEMENTED during the next Sprint during this meeting.

Agile is an ITERATIVE project management and software development METHODOLOGY that ENABLES teams to deliver value to clients faster and with fewer difficulties. An agile team provides work in small, consumable pieces rather than putting all on a "big bang" release. Requirements, strategies, and outcomes are all evaluated on a regular basis, giving teams a natural METHOD for adapting to CHANGE.

Following are the different roles in Scrum:-

• Product Owner: The product owner is in charge of enhancing ROI by determining product features, prioritizing these items into a list, determining what should be PRIORITIZED for the next sprint, and much more. These are re-prioritized and modified on a regular basis.
• Scrum Master: This PERSON ASSISTS the team in learning how to use Scrum to maximize business value. The scrum master removes ROADBLOCKS, keeps the team focused, and helps the team embrace agile methods.
• Scrum Team: A Scrum Team is a group of people who work together to guarantee that the stakeholders' needs are met.