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A framework to support teams in complex product development. Scrum consists of Scrum Teams and their associated roles, events, artifacts, and rules, as defined in the .
A physical board is used to visualize information for and by the Scrum Team and is often used to manage the Sprint Backlog. Scrum boards are an optional implementation within Scrum to make information visible.
The definition of Scrum is written and provided by Ken Schwaber and Jeff Sutherland, co-creators of Scrum. This definition consists of Scrum’s roles, events, artifacts, and the rules that bind them.
Role within a Scrum Team accountable for guiding, coaching, teaching, and assisting a Scrum Team and its environments in properly understanding and using Scrum.
A self-organizing team consisting of a Product Owner, Development Team, and Scrum Master.
a set of fundamental values and qualities underpinning the Scrum framework: commitment, focus, openness, respect, and courage.
The management principle is that teams autonomously organize their work. Self-organization happens within boundaries and against given goals. Teams choose how best to accomplish their work rather than being directed by others outside the team.
Scrum Event that is time-boxed to one month or less, which serves as a container for the other Scrum events and activities. Sprints are done consecutively, without intermediate gaps.
Scrum Artifact that provides an overview of the development work to realize a Sprint’s goal, typically a forecast of functionality and the work needed to deliver that functionality. Managed by the Development Team.
a short expression of the purpose of a Sprint, often a business problem that is addressed. Functionality might be adjusted during the Sprint to achieve the Sprint Goal.
Scrum Event that is time-boxed to 8 hours or less to start a Sprint. It serves for the Scrum Team to inspect the work from the Product Backlog that’s most valuable to be done next and design that work into the Sprint backlog.
Scrum Event that is set to a time-box of 3 hours or less, to end a Sprint. It serves for the Scrum Team to inspect the past Sprint and plan for improvements to be enacted during the next Sprint.
Scrum Event that is set to a time-boxed of 4 hours, or less, to conclude the development work of a Sprint. It serves the Scrum Team and the stakeholders to inspect the increment of product resulting from the Sprint, assess the impact of the work performed on overall progress, and update the product backlog to maximize the value of the next period.
a person external to the Scrum Team with a specific interest in and knowledge of a product required for incremental discovery. Represented by the Product Owner and actively engaged with the Scrum Team at Sprint Review.
The boundaries of control, change, a solution, or a need.
A model that defines the boundaries of a business domain or solution.
An actor external to the system under design that supports the execution of a use case.
A diagram showing objects participating in interactions and the messages exchanged between them.
Service (business analysis)
The performance of any duties or work for a stakeholder, from the perspective of the stakeholder.
See suppliers, inputs, process, outputs, and customers
A specific way of satisfying one or more needs in a context.
A solution's sub-parts can include people, infrastructure, hardware, software, equipment, facilities, and process assets, or any combination of these sub-parts.
The stages in which a solution progresses from inception to retirement.
It is one possible way to satisfy one or more needs in a context.
A capability or quality of a solution that meets the stakeholder requirements. Solution requirements can be divided into two sub-categories: functional and non-functional requirements or quality of service requirements.
The set of capabilities a solution must deliver to meet the business need.
See the statement of work.
A stakeholder is responsible for initiating the effort to define a business need and develop a solution that meets that need. They authorize the work to be performed and control the budget and scope of the initiative.
A group or individual with a relationship to the change, the need, or the solution.
Identify and analyze the stakeholders who may be impacted by the change, and assess their impact, participation, and needs throughout the business analysis activities.
A catalogue of the stakeholders affected by a change, business need, or proposed solution, and a description of their attributes and characteristics related to their involvement in the initiative.
The role a business analyst takes when representing the needs of a stakeholder or stakeholder group.
A description of the needs of a particular stakeholder or class of stakeholders that must be met to achieve the business requirements. They may serve as a bridge between business requirements and the various categories of solution requirements.
An analysis model showing the life cycle of a data entity or class.
A requirement articulated by a stakeholder that has not been analyzed, verified, or validated. Stated requirements frequently reflect the desires of a stakeholder rather than the actual need.
A written description of the services or tasks that are required to be performed.
A description of the chosen approach to apply the capabilities of an enterprise to reach a desired set of goals or objectives.
An analysis model is used to understand influencing factors and how they may affect an initiative. Also known as SWOT analysis.
See definitional business rule.
See domain subject matter expert; implementation subject matter expert.
A stakeholder outside the boundary of a given organization or organizational unit who provides products or services to the organization may have contractual or moral rights and obligations that must be considered.
A tool used to describe relevant high-level elements of a process. It may be used in conjunction with process mapping and ‘in/out of scope’ tools to provide additional detail.
Collecting and measuring the opinions or experiences of a group of people through a series of questions.
See strengths, weaknesses, opportunities, and threats analysis.
A set of interdependent components that interact in various ways to produce a set of desired outcomes.