Scrum and PMBOK 6th

THE ESSENTIALS ABOUT

edition
PATRICIA AMORIM, PMP
July, 2019
 1 Scrum
Lightweight, Simple to understand, Difficult to master
A framework within which people can address complex
adaptive problems, while productively and creatively
delivering products of the highest possible value
Scrum
 Scrum is a term from rugby and it’s used as a metaphor to reflect
the degree of cooperation needed to succeed.
 Scrum is a process framework that has been used to manage work
on complex products since the early 1990s and is the most used
framework for Agile product delivery.

 The essence of Scrum is a small team of people. The individual team is highly flexible and adaptive.
 Scrum is founded on empirical process control theory, or empiricism.
 The Scrum framework consists of Scrum Teams and their associated roles, events, artifacts, and rules.
Scrum Pillars
Three pillars uphold every implementation of empirical process
control:

 Transparency: Significant aspects of the process must be visible to

those responsible for the outcome.
 Inspection: Scrum users must frequently inspect Scrum artifacts
and progress toward a Sprint Goal to detect undesirable
variances.
 Adaptation: If an inspector determines that one or more aspects
of a process deviate outside acceptable limits, and that the
resulting product will be unacceptable, the process or the
material being processed must be adjusted.

Scrum prescribes four formal events for inspection and adaptation,

as described in the Scrum Events section of this document.
Scrum Values
The Scrum Team members have courage to do the right thing and work on
tough problems. Everyone focuses on the work of the Sprint and the goals of
the Scrum Team. The Scrum Team and its stakeholders agree to be open about
all the work and the challenges with performing the work. Scrum Team
members respect each other to be capable, independent people.

ROLES 
 2 Roles
The three Scrum roles of Product Owner, Scrum Master, and
Development Team Member form the foundation for clear
responsibilities and focus. In this Focus Area, the practitioner
will understand the roles, their responsibilities, and also how
to instantiate these roles in existing or new job titles.
Product Owner
The Product Owner is responsible for maximizing the
value of the product resulting from work of the
Development Team.

The Product Owner is the sole person responsible for

managing the Product Backlog.

Product Backlog management includes:

• Clearly expressing Product Backlog items;
• Ordering the items in the Product Backlog to best
achieve goals and missions;
• Optimizing the value of the work the Development
Team performs;
• Ensuring that the Product Backlog is visible,
transparent, and clear to all, and shows what the
Scrum Team will work on next; and,
• Ensuring the Development Team understands items in
the Product Backlog to the level needed.
Scrum Master
The Scrum Master is responsible for promoting and
supporting Scrum as defined in the Scrum Guide. Scrum
Masters do this by helping everyone understand Scrum
theory, practices, rules, and values.

The Scrum Master is a servant-leader for the Scrum

Team. The Scrum Master helps those outside the Scrum
Team understand which of their interactions with the
Scrum Team are helpful and which aren’t. The Scrum
Master helps everyone change these interactions to
maximize the value created by the Scrum Team.

The Scrum Master serves the Product Owner, the

Development Team and the organization in several ways.
Team
Scrum Teams deliver products iteratively and
incrementally, maximizing opportunities for feedback.

Development Teams are structured and empowered by

the organization to organize and manage their own work.

Scrum Teams are self-organizing and cross-functional.

• Self-organizing teams choose how best to accomplish
their work, rather than being directed by others
outside the team.
• Cross-functional teams have all competencies needed
to accomplish the work without depending on others
not part of the team.

ARTIFACTS 
 3 Artifacts
Scrum’s artifacts represent work or value to provide
transparency and opportunities for inspection and adaptation.
Artifacts defined by Scrum are specifically designed to
maximize transparency of key information so that everybody
has the same understanding of the artifact.
Product Backlog
The Product Backlog is an ordered list of everything that
is known to be needed in the product. It is the single
source of requirements for any changes to be made to
the product. The Product Owner is responsible for the
Product Backlog, including its content, availability, and
ordering.
Sprint Backlog
The essence of SCRUM is the Sprint, a work period that
lasts 1 to 4 weeks and produces as output a product
increment that is demonstrable and usable.

The Sprint Backlog is the set of Product Backlog items

selected for the Sprint, plus a plan for delivering the
product Increment and realizing the Sprint Goal. The
Sprint Backlog is a forecast by the Development Team
about what functionality will be in the next Increment
and the work needed to deliver that functionality into a
"Done" Increment.
Increment
The Increment is the sum of all the Product Backlog items
completed during a Sprint and the value of the
increments of all previous Sprints. At the end of a Sprint,
the new Increment must be "Done," which means it must
be in useable condition and meet the Scrum Team’s
definition of "Done".

An increment is a body of inspectable, done work that

supports empiricism at the end of the Sprint. The
increment is a step toward a vision or goal. The
increment must be in useable condition regardless of
whether the Product Owner decides to release it.

EVENTS 
 4 Events
Prescribed events are used in Scrum to create regularity and
to minimize the need for meetings not defined in Scrum. All
events are time-boxed events, such that every event has a
maximum duration. Once a Sprint begins, its duration is fixed
and cannot be shortened or lengthened.
Sprint Planning
The work to be performed in the Sprint is planned at the
Sprint Planning. This plan is created by the collaborative
work of the entire Scrum Team.

Sprint Planning is time-boxed to a maximum of eight

hours for a one-month Sprint. The Scrum Master teaches
the Scrum Team to keep it within the time-box.

Sprint Planning answers the following:

• What can be delivered in the Increment resulting from
the upcoming Sprint?
• How will the work needed to deliver the Increment be
achieved?
Daily Meeting
The Daily Scrum is a 15-minute time-boxed event for the
Development Team. The Daily Scrum is held every day of
the Sprint. At it, the Development Team plans work for
the next 24 hours. This optimizes team collaboration and
performance by inspecting the work since the last Daily
Scrum and forecasting upcoming Sprint work. The Daily
Scrum is held at the same time and place each day to
reduce complexity.

The structure of the meeting is set by the Development

Team and can be conducted in different ways if it focuses
on progress toward the Sprint Goal.
Here is an example of what might be used:
1. What did I do yesterday that helped the Development
Team meet the Sprint Goal?
2. What will I do today to help the Development Team
meet the Sprint Goal?
3. Do I see any impediment that prevents me or the
Development Team from meeting the Sprint Goal?
Sprint Review
A Sprint Review is held at the end of the Sprint to inspect
the Increment and adapt the Product Backlog if needed.
During the Sprint Review, the Scrum Team and
stakeholders collaborate about what was done in the
Sprint. Based on that and any changes to the Product
Backlog during the Sprint, attendees collaborate on the
next things that could be done to optimize value. This is
an informal meeting, not a status meeting, and the
presentation of the Increment is intended to elicit
feedback and foster collaboration.

The result of the Sprint Review is a revised Product

Backlog that defines the probable Product Backlog items
for the next Sprint. The Product Backlog may also be
adjusted overall to meet new opportunities.
Sprint Retrospective
The Sprint Retrospective is an opportunity for the Scrum
Team to inspect itself and create a plan for improvements
to be enacted during the next Sprint.

The purpose of the Sprint Retrospective is to:

• Inspect how the last Sprint went with regards to
people, relationships, process, and tools;
• Identify and order the major items that went well and
potential improvements; and,
• Create a plan for implementing improvements to the
way the Scrum Team does its work.

DIAGRAM 
The Scrum Framework

ALL THE FRAMEWORK IN ONE IMAGE!

PMBOK 
 5 PMBOK
The Project Management Body of Knowledge (PMBOK) is a
set of standard terminology and guidelines (a body of
knowledge) for project management..
PMBOK
 The Project Management Institute (PMI) is a global nonprofit professional organization for project management.
Founded in 1969, PMI delivers value for more than 2.9 million professionals working in nearly every country in the
world.
 The PMBOK Guide was first published by the Project Management Institute (PMI) in 1996 and the latest English-
language version of The PMBOK Guide — The Sixth Edition was released in September 2017.

 Project Management Professional (PMP) is an internationally recognized professional designation

offered by the Project Management Institute (PMI). As of March 2018, there are 833,025 active
PMP certified individuals and 286 chartered chapters across 210 countries and territories
worldwide. The exam is based on the PMI Project Management Body of Knowledge.

 The PMBOK as described in the Guide, recognizes 49 processes that fall into 5 basic process groups and 10 knowledge
areas that are typical of most projects, most of the time.
Project Manager
The PM is the major stakeholder within a project who is
assigned to achieve project objectives. The PMI
project manager is responsible for:
• Developing the project management plan and all
related component plans.
• Keeping the project on track in terms of schedule and
budget
• Identifying, monitoring, and responding to risk, and
• Providing accurate and timely reporting of project
metrics

The lead person responsible for communicating with all

stakeholders, particularly the project sponsor, project
team, and other key stakeholders. The PM occupies the
center of the interactions between stakeholders and the
project itself.
The content – PMBOK 6th edition
The processes flow – PMBOK 6th edition
 The five process groups contain the 49 project management
processes.
 The 49 processes are made up of activities.
 Each process suggests:
• Inputs (documents, plans, designs, etc.)
• Tools and Techniques (mechanisms applied to inputs)
• Outputs (documents, plans, designs, etc.)
 Executing the 49 processes also require knowledge and
skills of the 10 knowledge areas.
 6 Comparisons
The effectiveness of any methodology will depend on its fit
within the company and its proper implementation.
PMBOK vs. Scrum
PMBOK SCRUM
01 Manage projects across industries Specific for Software Project management

02 Better for médium and big projects Better for small teams

03 The Project Manager manages the project The team and the Scrum Master manage the project

04 The Project Manager is responsible to priorize the work The Product Owner is responsible to priorize the work

05 The Project Manager is totally responsible for any project failures The team are responsible

06 The Project is planned The Sprint is planned

07 Project Plannig will be done at the beginning of the project Project Planning wil increase in each Sprint

08 Complete documentation To document only the necessary

09 Projects is delivered and closed when all the deliverables are met Projects is delivered in interations

10 Less flexibility for customer to request changes Flexible to receive a change´s request from the customer
Scrum and PMBOK 6th
THE ESSENTIALS ABOUT

edition

Thank you for your attention!

PATRICIA AMORIM, PMP

July, 2019