Life isn’t about finding yourself. Life is about creating yourself.
What have I been up to in 2021?
Next to spending time on running my one-person company Ullizee-Inc (always more time than expected and hoped for), I feel gratified for having facilitated the learning process of 300+ people in various courses and workshops. In 25+ speaking engagements I have tried to share ideas and observations regarding different aspects of Scrum (check out my YouTube channel for recorded sessions).
Besides those ‘regular’ activities at least a few rocks got moved (small or big):
Creating and facilitating various sessions of my new workshop “The value in the Scrum Values”;
Creating and distributing a “Certificate of Gratitude” to all people having attended my courses or workshops in 2021.
Overall and despite these accomplishments, it’s been a more than challenging year as an independent Scrum Caretaker. Yet, I look forward to 2022 and uncovering more and more diverse ways to humanize the workplace with Scrum. It is my North Star, my infinite game. What is yours?
The updated, third edition of my book “Scrum – A Pocket Guide” is now available worldwide, as a digital and as a paperback edition. Still small enough to fit in your pocket and carry it with you anywhere, anytime.Still a smart travel companion.
I accidentally created the first edition of my book “Scrum – A Pocket Guide” in 2013. I consider how I described the Scrum Values in that first edition. In July 2016 they were added to the Scrum Guide. I consider how I already described the traditional three questions of the Daily Scrum as a good but optional tactic in that first version. These questions being optional was added to the Scrum Guide in November 2017 and their description was even completely removed from the November 2020 edition; taking away all doubt that they are indeed optional. In 2018 I deliberately evolved my Scrum travel companion into a second edition (available 2019).
Rather than repeating the rules of the game, in my pocket guide to Scrum I focus on the purpose of those rules while clearly distinguishing them from tactics to play the game. Tactics are not described in the Scrum Guide because they ‘vary widely and are described elsewhere’. Given its size (small) and volume (only about 100 pages) I hope my book lives up to what its subtitle says: a smart travel companion. Creating and updating my book, accidentally or otherwise, had many unanticipated (mostly positive) consequences, for which I am very grateful. I could not hope for, nor aspired, continual appreciation for being such a comprehensive description of the Scrum framework seven+ years later.
In the meantime, more and bigger challenges keep surfacing. The balance of society keeps drastically and rapidly shifting from industrial (often physical) labor to digital (often virtual) work. More and different people ask for guidance and insights on their journey of Scrum in domains beyond software and new product development. Organizations look for clear insights in the simple rules of Scrum as they envision re-emerging their structures and their way of working around Scrum. Without rendering them overly vague I believe that the third edition of “Scrum – A Pocket Guide” holds more generic, yet still appropriate and complete descriptions of the rules of Scrum; using different words and other angles to the known set of rules without creating or leaving holes. Rather than omitting them all, terms and examples from Scrum in software and new product development environments now serve more as examples for other industries where Scrum is adopted.
I believe that this third edition offers the more than ever needed, foundational insights for people and their organizations to properly shape their Scrum, regardless of their domain or business. The focus is still more on the intent and purpose of the rules and roles in the framework, while clarifying some changes in terminology from the 2020 update of the Scrum Guide. Helping people understand the purpose of the rules and the roles of Scrum remains at the heart of all my work and actions as an independent Scrum Caretaker–training, coaching, consulting and speaking. It helps me drive forward an evolution towards more humanized workplaces.
Following are some of the more popular channels to acquire the third edition of “Scrum – A Pocket Guide”:
I thank Bhuvan Misra for his much-appreciated, critical feedback on this third edition. I thank all translators for their past and on-going efforts to spread my words in different languages. Translations of this updated, third edition in Russian, Polish, French and traditional Chinese are in progress. I thank all at Van Haren Publishing, and especially Ivo van Haren, for giving me the chance to express my views on Scrum.
In October 2003 my life of Scrum started, albeit not with Scrum. My life of Scrum actually started with eXtreme Programming which we then wrapped in Scrum. In May 2004 I attended a CSM class (“Certified ScrumMaster”) by Ken Schwaber in Brussels (Belgium). At the time I had no idea but it seems it was the first CSM class in the wider region.
Fast forward >>
In December 2010 I traveled to Zurich (Switzerland) to attend a PSM class (“Professional Scrum Master”) by Ken Schwaber. Attending the class was part of my journey towards becoming a Professional Scrum Trainer (“PST”) for Scrum.org. Ken had founded this new organization a year earlier, in October 2009.
In April 2010, at an event of the Agile Consortium Belgium in Brussels, I asked Jeff Sutherland about this new organization founded by his former companion. Jeff started by sharing his story of Ken’s dismissal from his position at the ScrumAlliance. He continued by saying that he (as a business man) liked that there were now two organizations to promote Scrum. However, what I remember most was how Jeff emphasized that he expected the bars would be raised for anyone aspiring to work with Ken and through Scrum.org.
It intrigued me. I had been closely following up on the emergence and growth of Scrum.org as it coincided with a personal process of professional recovery. I painfully discovered that I had been blinded by management ambitions (and promises) in 2007-2008. I realized that it had only lead me astray. I realized that Scrum was my way and that I needed to not only get back on track but also up my game. Go full throttle. I started focusing on delivering work with Scrum again and without much thought or considerations I did the PSM level I and level II assessments. (Fyi. What was level II then is now level III.) Based on my experience and achievements, Ken allowed me to move forward on the path of becoming a PST. I experienced it as an expression of “Individuals and interactions over processes and tools”.
At the time of the PSM class in Zurich, I was also starting to get deeply involved in the Netherlands as the Scrum leader of a large consulting organization. I started engaging with large organizations, often in the financials sector.
In April 2011, Ken came to Brussels for an event I co-organized for the Agile Consortium Belgium. Preceding the evening event, we spent the afternoon chatting in a Brussels hotel. By the end of our conversation Ken invited me to join his pilot PSPO class (“Professional Scrum Product Owner”) in Amsterdam a week later. My manager said “no” (referring to the PSM class I had already attended in December). After Ken offering a few discounts and my manager still refusing permission to go, I decided to take a leave, pay for it myself and attend the class in my personal time. It simply was an opportunity too good to miss.
Shortly after attending, I acquired my license to teach PSM and PSPO classes. As an employee of the large consulting company, guess who got the benefits from me being able to facilitate Professional Scrum trainings in a booming environment like the Netherlands? Still, nobody ever bothered to reimburse my costs. And I never bothered to ask. A matter of pride or a lack of courage?
Although it is not something I had planned for, it looks like in 2011-2012 I ended up being in the eye of the Scrum storm that was sweeping the Netherlands. In March 2012, Ken and I agreed on initiating and driving forward the first edition of a new event, which we called Scrum Day Europe. It took a lot of energy but it happened on 11 July 2012.
Towards the end of 2012, I realized I was combining three jobs:
I was a Scrum trainer facilitating at least one and (at times) up to two classes a week. Most of my classes were in Amsterdam. Having given up staying in hotels (for personal reasons) that meant leaving my home in Antwerp around 5.30am and arriving back at home around 7.30pm for four days a week.
I was the global Scrum leader and local Agile value proposition leader at our company. I was describing, documenting, presenting and trying to sell our approach and offerings of Scrum and Agile transformations. I was internally coaching and collaborating with coaches and Scrum Masters. I was the point of contact for consultants across the world.
I was the course steward maintaining the PSM and PSPO courseware for Scrum.org, working with Ken Schwaber and Alex Armstrong. It consisted mainly of proposing, testing and implementing new ideas, new representations and new exercises.
I take my work seriously. I always have. I still need to learn to say “no”. I have a bit of what I would call an Atlas syndrome. So, I took all these three jobs seriously. I was spending more than 24/7 of my time. I was literally not taking any time off (not even the weekends). It wasn’t too sustainable (I guess).
I remember a Wednesday in March 2013. It was the day before a 2-day event for Professional Scrum Trainers organized by Scrum.org in Amsterdam. Ken and I spent another afternoon of chatting together, catching up and aligning. Two days later, the Friday evening after the internal event, we looked each other in the eyes and realized that it might be better for the both of us to start partnering rather than continuing our dispersed collaboration. Among many other considerations it would allow me to focus on sustaining and promoting Scrum via the Professional Scrum offering and it would allow Ken to reduce his traveling and other exhausting activities. On Sunday evening we had it all settled and I quit the position of Principal Consultant I had recently acquired.
While preparing to transition to Scrum.org, I accidentally created the first edition of my book, “Scrum – A Pocket Guide”.
It wasn’t until a few years later that I remembered the words of Jeff Sutherland of April 2010 regarding Ken’s new initiative and raising the bar.
Scrum, much like life, isn’t about finding it. It’s about creating it yourself. One can however not overlook the importance of accidents, coincidence, chance and luck along the way.
Keep learning. Keep improving. Keep…Scrumming.
Warm regards Gunther Verheyen independent Scrum Caretaker for Ullizee-Inc
Scrum has been around for a while, they say. The Scrum Guide holds the definition of Scrum, they say. The first, official version of the Scrum Guide was released in February 2010. So, how was Scrum defined before 2010 then? How did its definition evolve before and after 2010 and become the framework that we know today? What else happened along the road to the way that Scrum is defined and represented?
In the paper “Scrum: A Brief History of a Long-Lived Hype” I have described what changed to the definition and representation of Scrum over time, before and after the creation of the Scrum Guide. It shows how Scrum evolved into the framework that we know today since its first formal introduction in 1995. Because a touch of historical awareness is more than helpful in understanding Scrum and caring for the future of Scrum.
I looked for sources that are not just credible in terms of authorship but also offer regular enough check points. In the end, the sources I used for describing the evolutions of the definition of Scrum are:
The paper “SCRUM Software Development Process” by Ken Schwaber (1995, 1996)
The paper “SCRUM: An extension pattern language for hyperproductive software development” by Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber and Jeff Sutherland (1999)
The book “Agile Software Development with Scrum” by Ken Schwaber and Mike Beedle (2002)
The book “Agile Project Management with Scrum” by Ken Schwaber (2004)
The book “The Enterprise and Scrum” by Ken Schwaber (2007)
“The Scrum Guide” by Ken Schwaber and Jeff Sutherland (2009, 2010)
“The Scrum Guide” by Ken Schwaber and Jeff Sutherland (2011, 2013, 2016, 2017)
“The Scrum Guide” by Ken Schwaber and Jeff Sutherland (2020)
For every source I have described the same three topics to show what Scrum consisted of at the time (regardless the different terms used), what the ‘definition’ of Scrum was at the time:
Roles, responsibilities, accountabilities
Controls, deliverables, artifacts
Phases, meetings, time-boxes, events
For every source I have included a graphical representation of Scrum or of a Sprint that was either taken from the source directly, either from an alternative source of the same period.
Finally, I have shared my thoughts and observations on the changes to the definition of Scrum for every source. Obviously, they represent what I deem noticeable. They hold no judgement, directly nor indirectly.
To complete the paper I have listed some important landmarks in the history of Scrum and included some personal musings on the topic of “Scrum and the Desire for Universal Truths” (and what the Scrum Guide was not created for).
I hope you will enjoy reading the paper. I hope it will help you grow a deeper understanding of Scrum. I hope it will help you shape your Scrum to get the most from it. I hope it will help you create better products with Scrum while humanizing your workplace.
Take care Gunther Verheyen independent Scrum Caretaker
“Life isn’t about finding yourself. Life is about creating yourself.”
(generally attributed to George Bernard Shaw)
I call myself an independent Scrum Caretaker. It reflects who I am, how I feel, what I do: caring for Scrum AND caring for people. It is my identity in the sense that it defines me professionally in my relationship to the world.
I call myself an independent Scrum Caretaker on a journey of humanizing the workplace with Scrum. That reflects what drives me. It is my personal why. It is also an infinite game. Success is not in winning (or losing) but in movement.
Throughout the years I have discovered I prefer ideas and ideals over positions and titles, even when the latter do pay better. I want room to observe, create, connect, share. Like a butterfly flapping its wings I do those because it is in my nature, not because I envision specific consequences, big or small, or set goals or targets, hard or soft. I create opportunities to deliver value and serve people around the world. I facilitate people’s learning and unlearning to increase their awareness of Scrum in several ways:
I have learned that I can’t be as active as I wished I could be in every domain at the same time. I am a one-person company. I make choices.
Facilitating people’s learning in Professional Scrum classes or custom workshops (1) is my most constant/stable way of delivering value.
Saying ‘no’ to speaking opportunities (4) seems quite difficult, if not impossible. I speak for free at community events (a vast majority of my speaking engagements) and for a fee for commercial enterprises.
When I am consulting (2) that consumes most of my mental energy (caring for organizations more than they care about themselves, it seems), which rules out extensive writing (3). And vice versa.
I organize my work on a weekly cadence. I have a long backlog of work. I keep it ordered all the time. I re-order it regularly, including adding, changing or deleting items. I keep separate notes on separate items as needed. Every week I identify what I assume most important to work on. My backlog has some Big Rocks, that are clearly marked to stand out and should be kept as high on my backlog as possible (as possible!). “Big Rocks” is a term that my friend David Starr introduced when we worked together at Scrum.org. I keep using it because it resonates with me.
My Big Rocks give me direction and focus. They are not targets, objectives, milestones, hard, soft, SMART or other sorts of goals. And I don’t put deadlines on them. I discover new Big Rocks, and existing Big Rocks shift position. I limit the number of Big Rocks I keep on my radar.
I am a one-person company. There is more to do than the work on my Big Rocks. I can’t afford to work only on my Big Rocks. It doesn’t mean I am not committed to them or don’t focus on them. Work not spent on my Big Rocks can be important too, whether I like it or not. I have to run my company. I take care of my administration and finances. I spend much time on my classes and speaking engagements because I take them seriously and treat every single instance of them as unique (in preparing, doing and in following up). I answer mails and provide other ways of support. I take care of some online presence. I support other authors. I (try to) read. I (try to) blog.
If not working on them because of the aforementioned reasons, my Big Rocks themselves don’t allow me to work on them full-time, all the time. I regularly feel forced to stop, do other work, reset my brain, and then suddenly they call me back because of some new ideas, angles, perspectives, different directions and inspiration popping up.
When in the spring of 2019 my consulting services for a large company were no longer needed, I discovered I had not done a lot of serious writing for a long time. I decided to shift my focus for the rest of 2019 towards writing and supporting several others that were writing. The book “97 Things Every Scrum Practitioner Should Know” became my next Big Rock. Collecting, editing and ordering the essays from practitioners around the world consumed most of my energy and time during the fall of 2019. That Big Rock was moved in May 2020, as the book became globally available.
My ambition to start doing consulting again as from 2020 was smothered by the “SARS-CoV-2” virus spreading. At the same time my planned classes all got canceled. I am a one-person company and the only source of income for my family. Over the first six months of the pandemic my revenues dropped with 90+%. I used the ‘free’ time to create and make available my paper “Moving Your Scrum Downfield” meanwhile considering my independent role and position. An unplanned (Big) Rock moved!
My next Big Rocks consist of work on my book “Scrum – A Pocket Guide” and creating a new book, tentatively called “Views from the House of Scrum”. They won’t be moved in 2020 anymore. More than deadlines they give me direction and focus.
I regularly get inquiries from people reaching out for instructions, assistance, or other forms of guidance to learn about Scrum, pass exams, become a trainer, or advance their career towards “Agile coach”. Surprise. I am no wizard. I do not have the magical powers that would be required.
I really don’t want to go into people’s motivation to approach me with those desires (‘free’ seems to be a recurring theme), but I can share my personal and professional stance and considerations.
(1) Honestly, I don’t know what an “Agile Coach” is or does. Not even attending a “Coaching Stance” class by the Agile Coaching Institute in 2012 has helped me in that regard. The same goes for having worked with many people holding the title. I have never called myself that and I have never used the label in my profile, CV, or service offerings, let alone that I would have the powers to turn somebody into it.
Looking back on the 16+ years that have passed since I started applying the powerful combination of Scrum and eXtreme Programming in 2003, I realize I only ‘had’ to start thinking about and explaining what ‘Agile’ might mean, or what an “Agile Coach” is, since 2010-2011 (7 years later). I don’t think it is a coincidence that this is when I started engaging with large companies and the wave of ‘scale’ sweeping my world, the time when ‘Agile’ became a corporate thing. I still can’t clearly explain what an “Agile Coach” is or does.
(2) I have always been and am still all about Scrum. It makes transparent what I stand for, it makes tangible and actionable the services I offer and bring, and it includes plenty of room and openness for contextual customizations. As Scrum is an open framework, an organization can standardize on Scrum and substantially increase their agility without industrializing their Scrum to death.
(3) I don’t create them for that reason, but I am humbled when people say my writings (books, articles, papers) or my classes were useful in achieving a certification, in becoming a trainer, or in passing some other milestone. I am comforted knowing that those individuals did the actual work. They might have gotten some insights and language from me, but that’s about it. I did not hold their pen or control their brain. It is likely that they struggled, fell, got back up, failed, tried again. Maybe along the road they took a break, read more, gained more experience with Scrum, and demonstrated other forms of patience, persistence, and belief.
The many requests from people that seem to believe that I can ‘make’ them a trainer or ‘make’ them achieve a certification leave me flabbergasted. Surprise. I CANNOT. And even if I could, I wouldn’t. It would not be helpful for the requestor’s autonomy and development. I don’t know whether it has anything to do with the current covid-crisis sweeping the planet, but I worry seriously how this seems an obsession for quite some people.
On a personal note, I want to share that my journey of Scrum started in 2003. And I spent 7 years (seven!) of just applying Scrum, and enjoying how it helped deliver great results, make users and consumers happy, and observe highly engaged teams enjoying their work. During that time, I had no idea about certifications, grades, or career moves, and I can honestly say that I couldn’t care less. It was only by accident in 2010-2011 that I became what I didn’t know I wanted to be. Looking back it still feels odd. Although it may look as if there was a plan, there wasn’t.
Even after more than 16 years of this stuff, I am no expert. Nor am I tired of Scrum. Not even close. I am an eternal novice. There is so much to learn. There are so many ways to consider and explain Scrum, even having published two books and considering two more books as we speak.
I welcome everybody to join my classes or workshops to find out how I express Scrum, or attend the many events and webinars I participate in, check out my YouTube channel, hire me for some consulting and coaching. I will do my best to help you understand Scrum, its purpose and design, how to get the most out of it, and learn to think for yourself in terms of Scrum. Regardless of how much I care however, I cannot ‘make’ anyone a trainer, a Scrum Master, Product Owner, or “Agile Coach”. I cannot ‘make’ anyone pass some certification assessment or exam. That is not in my powers (if even that would be helpful). I am no wizard. I have no magic, some empathy at most.
And, like it or not, the primary source of learning about Scrum is from practice, from doing Scrum. It is the way to learn Scrum, beyond learning about Scrum. There is a huge difference.
This feels like a great addition to the translation of my book “Scrum – A Pocket Guide” to Portuguese as “Scrum – Um Guia de Bolso (Um companheiro de viagem inteligente).”
Following describes (in Portuguese) how the six essential traits of the game are indicative of Scrum coming to life (“Como os seis traços essenciais do jogo são indicativas de que o Scrum está a ganhar vida”):
Scrum é simples, mas suficiente. Os jogadores desdobram o potencial do Scrum usando as regras simples que se aplicam e exploram como as táticas, interações, comportamentos e os seis traços essenciais fazem o Scrum funcionar.
O DNA do Scrum. Os jogadores formam uma unidade auto-organizada em torno do desafio de criar colectivamente incrementos de trabalho observáveis e factuais, enquanto empregam empirismo para gerir todo o trabalho e progresso.
Os Jogadores Demonstram Responsabilidade. Os jogadores contribuem para os valiosos resultados do sistema através de uma colaboração energética e da partilha e desafio de regras, acordos, habilidades, práticas, idéias e pontos de vista.
Transparência para fluxos de valor. Os jogadores usam artefatos Scrum para manter a transparência sobre todo o trabalho feito e a ser feito, gerenciar um fluxo de valor e preservar a capacidade de capitalizar oportunidades imprevistas.
Fechando os Ciclos. Os jogadores fecham regularmente e repetidamente os muitos ciclos de encravamento dentro de um Sprint até ao encerramento total no final de um Sprint e preservam a capacidade de se adaptar sem obstáculos ao nível macro.
Os Valores Scrum. Os Valores Scrum de Compromisso, Foco, Abertura, Respeito e Coragem assumem destaque nos comportamentos, relacionamentos, ações e decisões dos atores e seu ecossistema.
I don’t create them for that reason, but I am humbled when people say my works (books, articles, papers) were useful in passing certification assessments or in becoming a trainer. I am truly humbled because I know that those individuals did the actual work. They might have gotten some insights and language from my works, but that’s about it. It is more likely that they struggled, fell, got back up, failed, tried again. Maybe along the road they took a break, read more, gained more experience with Scrum, and demonstrated other forms of patience, persistence, and belief.
The many requests from people that seem to believe that I can ‘make’ them a trainer or ‘make’ them achieve a certification leave me flabbergasted.
(Surprise: I CANNOT. And even if I could, I wouldn’t)
I don’t know whether it has anything to do with the current crisis sweeping the planet, but I worry seriously how this seems an obsession for quite some people.
On a personal note, I want to share that my journey of Scrum started in 2003. And I spent 7 years (seven!) of just applying Scrum, and enjoying how it helped deliver great results, make users and consumers happy, and see highly engaged teams enjoying their work. I had no idea about certifications, grades, or career moves. It was only by accident in 2010-2011 that I became what I didn’t know I wanted to be. Looking back it still feels odd. Although it may look as if there was a plan, there wasn’t.
Even after more than 16 years of this stuff, I am no expert. Nor am I tired of it. Not even close. There is so much to learn. I am an eternal novice. There are so many ways to consider and explain Scrum.
I welcome everybody to join my classes or workshops to find out how I express Scrum, or attend the many webinars I participate in, check out my YouTube channel, hire me for some consulting and coaching. I will do my best to help you understand Scrum, its purpose and design, and learn to think for yourself in terms of Scrum. Regardless of how much I care however, I cannot ‘make’ anyone a trainer or ‘make’ anyone pass some certification assessment. That is not in my powers (if even that would be helpful). I am no wizard. I have no magic, empathy at most.
In my paper “Moving Your Scrum Downfield” I have described the six essential traits of the game of Scrum. They are the traits to make Scrum work, and underly the rules of the game.
Francisco López, aka Paco Cacheda, has kindly translated my paper to Spanish, as “Mueve tu Scrum al Centro del Campo (Seis Rasgos Esenciales del Juego)”. Paco said it helps him to better understand my words. Maybe it does that for other Spanish speaking people too.
How the six essential traits of the game are indicative of Scrum coming to life?
Scrum Is Simple, Yet Sufficient. The players unfold the potential of Scrum by using the simple rules that apply and explore how tactics, interactions, behaviors, and the six essential traits make Scrum work.
Scrum’s DNA. The players form a self-organizing unit around the challenge of collectively creating observable, Done Increments of work, while employing empiricism to manage all work and progress.
Players Demonstrate Accountability. The players contribute to valuable system outcomes through spirited collaboration, and sharing and challenging rules, agreements, skills, practices, ideas, and viewpoints.
Transparency for a Flow of Value. The players use the Scrum artifacts to uphold transparency over all work done and work to be done, manage for a flow of value and preserve the ability to capitalize on unforeseen opportunities.
Closing the Loops. The players regularly and repeatedly close the many intertwined loops within a Sprint toward full closure by the end of a Sprint and preserving unburdened adaptability at the macro level.
The Scrum Values. The Scrum Values of Commitment, Focus, Openness, Respect, and Courage take prominence in the behaviors, relationships, actions, and decisions of the players and their ecosystem.
Cómo los seis rasgos esenciales del juego son indicativos de que Scrum cobra vida:
Scrum es simple, pero suficiente. Los jugadores despliegan el potencial de Scrum usando las simples reglas que se aplican y exploran cómo las tácticas, interacciones, comportamientos y los seis rasgos esenciales hacen que Scrum funcione.
El ADN de Scrum. Los jugadores forman una unidad auto-organizada en torno al desafío de crear colectivamente incrementos de trabajo observables y hechos, mientras emplean el empirismo para manejar todo el trabajo y el progreso.
Los Jugadores Demuestran Responsabilidad. Los jugadores contribuyen a los valiosos resultados del sistema mediante una colaboración enérgica, y compartiendo y desafiando reglas, acuerdos, habilidades, prácticas, ideas y puntos de vista.
Transparencia para un Flujo de Valor. Los jugadores utilizan los artefactos Scrum para mantener la transparencia sobre todo el trabajo realizado y el trabajo por realizar, gestionar un flujo de valor y preservar la capacidad de capitalizar oportunidades imprevistas.
Cerrando los Ciclos. Los jugadores regularmente y repetidamente cierran los muchos ciclos entrelazados dentro de un Sprint hacia el cierre total al final de un Sprint y preservando la capacidad de adaptación sin trabas a nivel macro.
Los Valores de Scrum. Los Valores del Scrum de Compromiso, Enfoque, Franqueza, Respeto y Coraje toman prominencia en los comportamientos, relaciones, acciones y decisiones de los jugadores y su ecosistema.