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From YouTube: Scrum in 5 Minutes
Description
Gogogogov
A
A
B
Looks
amazing,
thank
you.
So
much
so
scrum
defines
the
roles
and
responsibilities
of
those
roles
for
a
high-performing,
fast-moving,
agile
team
thanks
so
much
and
and
the
meetings
they
need
to
have
at
a
minimum
and
it
suggests
even
at
a
maximum.
But
maybe
you
don't
need
to
have
more
meetings
in
this
and
then
the
artifacts
that
they
predict
scrum
intentionally
uses
funny
sounding
words.
B
So
it's
easier
to
tell
that
you're
doing
this
very
different
thing:
you're
running
a
scrum
teams
from
as
part
of
agile,
Angeles,
the
larger
umbrella
and
then
scrum
specific
way
to
run
your
team
and
you
can
run
a
company,
an
entire.
You
can
scale
to
accompany
sizing.
So
a
scrum
team
is
five
people
plus
or
minus
2
team.
Wiki
speed
brakes
that
rule
for
150
people
is
a
single
scrum
team,
but
typically
scrum
is
five
people
plus
or
minus
two
plus
a
product
owner.
B
That's
the
that's
the
person's
job
to
have
the
vision,
the
clearest
and
state
responsible
of
what
is
going
to
be
developed,
and
then
they
have
the
scrum
master.
Their
job
is
to
remove
impediments
for
the
team.
Now
that
sounds
like
it
sounds
soft.
If
the
team
needs
the
temperature
changed
in
the
room,
they
need
different
tools
or
materials.
The
team
doesn't
want
to
slow
down
to
get
those
the
scrum
masters
job
to
try
to
obtain
those
things
that
will
enable
the
team
to
have
higher
velocity.
B
Meanwhile,
it's
the
product
owners
job
to
have
the
clearest
vision
possible
at
the
end
state.
So
the
team
at
any
given
point
can
say.
Is
this
what
you
meant?
Is
this?
What
you
meant
or
I
was
thinking?
If
we
did
this,
it
might
deliver
the
value
you
wanted
even
faster
than
the
way
we
were
talking
about
it
before
is
that
okay
and
the
product
owner
can
answer
that
fast,
that's
their
job.
Please.
B
B
The
delivery
responsibilities
would
typically
be
a
whole
bunch
of
different
roles.
Like
your
user
experience
designer
your
usability
lead
your
your
then
designer
for
the
look
and
feel
and
your
branding
lead
and
then
all
the
people
that
build
that
thing.
To
that
experience.
So,
depending
on
the
project
say
it's
software,
which
most
scrum
teams
have
been
so
they'd,
be
your
developers
dirty
or
your
testers,
and
hopefully
they
try
to
combine
those
rooms.
Now
the
goal
of
the
team
and
scrum
is
to
be
cross-functional,
where
everyone
ideally
can
do,
every
room,
it
doesn't
mean
everyone's.
B
The
best
people
are
still
experts
in
certain
areas,
but
they're
continually
scaling
they're
continually
scaling
their
talent
out
across
the
team.
So
you
don't
have
a
single
point
of
failure
anymore.
So
scrum
attempts
to
be
a
cross-functional
team
of
five
to
five
to
nine
individual,
seven
plus
or
minus
two,
and
then
they
have
their
their
product
owner
who's
similar
to
additional
product
manager,
but
not,
if
not
identical.
B
They
share
some
of
that
responsibility
of
the
scrum
master
and
they're
the
person
that
product
orders,
the
person
who
is
responsible
for
ROI
and
the
budget
of
the
project,
the
go/no-go
and
they
accept
or
reject
any
work
from
the
team.
So
let's
go
through
the
flow
rapid.
We
probably
already
been
five
minutes
in
350.
Well,
maybe
we
can
do
this
okay,
so
the
product
owner
starts
with
the
clearest
vision
responsible
of
what
will
ultimately
deliver
value
to
the
customer.
Why
they
want
to
do
this?
B
Not
how,
but
why
they
don't
have
to
have
any
idea
about
how
this
will
happen.
They
have
to
have
a
very
clear
idea
of
what
the
value
of
what
they're
going
to
create
is
then
they
some
then
they
create
a
backlog.
The
backlog
is
a
list.
All
of
the
user
stories
from
doesn't
require
user
stories,
but
scrum
community
uses
user
stories,
mainly
that's
from
the
end
users
perspective.
What
will
they
do
with
this
product?
And
what's
the
value
will
get
for
me?
B
So
it's
something
like
as
Joe
I
can
drive
a
car
that
its
use
100
miles
per
gallon,
so
that
I
can
make
a
difference
in
the
environment.
That
would
be
a
user
story.
So
the
from
the
vision,
the
product
owner,
creates
a
backlog,
a
list
of
these
user
stories
and
they
put
them
in
priority
order.
They
put
the
riskiest
stuff.
First
projects
going
to
fail,
they
want
it
to
fail
early
and
they
put
the
most
valuable
stuff.
B
First
in
terms
of
business
value
and
other
priorities
that
the
product
owner
cares
about,
then
they
say
what
are
the
skills.
I
think
I
need
to
deliver
this
work
and
they
solicit
the
team.
They
create.
The
team
and
the
team
can
be
anybody
as
long
as
they
have
the
skill
to
deliver
the
work
in
the
backlog.
They
don't
have
to
know
how
to
do
it,
but
they
have
to
have
the
skill
to
do
it.
So
say
it's
build
a
log
cabin
you
need
to
have
people
that
know
to
work
with
women
right.
B
This
is
the
analogy.
Then
your
scrum
masters
job
is
to
keep
the
team
moving
as
fast
as
responsible
and
unblock
the
team's
blocks
and
also
ensure
that
the
team
is
getting
the
benefits
of
using
scrum.
So
if
the
team
starts
to
do
a
different
process,
it's
the
scrum
masters
responsibility
to
identify
as
quickly
as
possible.
Is
that
a
net
improvement
or
are
they
going
off
the
rails
they're
starting
to
lose
process
so
they're?
Essentially
the
process
Stuart
right
and
then
you
have
the
team.
B
Then
the
team
takes
four
highest
priority
stuff
on
the
backlog
up
until
they
think
that's
as
much
as
we
can
take
in
a
sprint
length.
A
sprint
length
is
the
shortest
possible
amount
of
time
that
will
deliver
working
product
to
the
user.
So
maybe
that's
two
weeks
from
will
typically
say
a
maximum
of
four
weeks.
We
try
to
get
it
as
short
as
possible.
B
We
would
get
it
down
to
minutes
if
we
could
and
then
they
take
as
much
off
the
backlog
as
the
team
believes
they
can
deliver
in
one
sprint
link
after
they
decide
whisper
like
this
and
they
commit
to
do
it.
So
other
teams
then
don't
to
expect
from
that
team.
Then
they
do
the
work
and
they
do
the
work.
B
However,
they
want
it's
their
job
to
determine
how
the
work
gets
done,
not
the
product
owner
and
up
to
the
scrum
master,
and
they
have
a
ceremony
a
meeting
sprint
planning
to
determine
how
much
of
the
work
they
take.
They
deliver
the
work
and
then
they
come
back
and
show
it
to
the
product
owner
and
anyone
else,
who's
able
to
see
that
work,
hopefully
the
whole
world
and
hopefully
the
end
users
and
that's
the
demo
of
the
work
they
do
that
every
sprint.
B
B
Are
all
well,
they
can
be
completely
virtual,
but
their
personality
to
personality,
whether
it's
through
skype
or
in
the
same
room,
the
fastest
performing
scrum
teams,
I've
ever
seen,
are
co-located
they're,
all
in
the
same
room
like
the
same
room,
even
not
the
same
building
the
same
room
and
with
no
walls
in
between
them
and
their
collaborative
you're.
All
working
on
the
same
for
and
they're
dedicated
they're
all
working
on
the
same
project.
They
don't
have
any
other
responsibilities
other
than
this
Sprint's
work
now
happens
all
the
time
that
teams
work
on
multiple
projects.
B
That
slows
them
down,
but
they
still
do
good
work.
It
happens
all
the
time
the
teams
are
distributed
all
across
the
world.
That
slows
them
down,
but
they
still
do
good
work
and
the
tools
to
help
them
do
that
work.
Things
like
Skype
things
like
scrubbing
things
like
lonoa
are
so
good.
Now
that
the
velocity,
the
rate
of
delivery
of
distributed
teams
is
almost
as
high
as
co-located
teams.
B
Now
now
the
dedicated
part
is
much
harder,
there's
context,
switching
loss
whenever
they
exchange
what
backlog
they're
working
on
their
to
completely
switch
the
headspace
of
what
they're
working
into
that
loss
is
pretty
big.
So
we
can
have
people
focus,
at
least
for
one
sprint
length
on
just
one
projects
tasks.
They
will
move
very,
very
fast
moving
and
that's
the
five-minute
scrum
explanation.
B
So
we
do
one
week
iterations
and
we
have
a
Thursday
build
party
and
then
other
build
parties
when
we,
when
you
have
time-
and
you
have
saw
Sunday
build
party
so
next
thursday
will
then
have
our
weekly
stand
up
because
we're
a
volunteer
team
people
don't
make
progress
everyday.
So
we
have
a
weekly
standup
which
particularly
typically
be
a
daily
meeting,
and
then
we
have
our
sprint
planning
and
we
have
our
demo
and
then
we
do
work,
and
then
we
do
work
as
many
more
times
as
people
have
times
through
the
weeks.
B
B
Celebrate,
oh,
the
celebration
seems
to
happen
organically.
What
stuff
works
it's
different
than
going
out
for
champagne
or
any
of
the
other
poisons
that
we
that
we
take
on
to
celebrate
in
our
culture
which
boggles
my
mind
and
I
drink
too.
But
it's
interesting!
That's
a
celebration,
but
regular
successes.
Keep
morale
high
and
making
sure
we
demo
every
week
gives
the
opportunity
for
regular
successes
to
be
visible
across
the
entire
team
and
be
an
instigator
for
morale
to
raise,
which
is
the
multiplier
for
velocity.
Ok,.