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Transparency is one of the three pillars of Scrum, along with inspection and adaptation. Transparency means that all aspects of the Scrum process and the product are visible and understandable to everyone who needs to work on or with them. Transparency enables effective inspection and adaptation, which are essential for delivering valuable products and improving the Scrum Team's performance.All Scrum artifacts must be transparent to ensure sufficient accuracy of inspection. Scrum artifacts include the Product Backlog, the Sprint Backlog, and the Increment. The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of truth for the Scrum Team and the stakeholders. It contains all the requirements, features, functions, enhancements, fixes, and anything else that can deliver value to the customers and users of the product.Two measures that ensure that the Product Backlog is transparent are:The Product Backlog is ordered: The Product Owner orders the items in the Product Backlog based on factors such as value, risk, priority, dependency, feedback, or market conditions. The order of the Product Backlog items provides a clear and consistent indication of what is most important and urgent for the product. The order of the Product Backlog items also helps the Scrum Team and the stakeholders to plan and forecast effectively.The Product Backlog is available to all stakeholders: The Product Owner makes the Product Backlog visible and accessible to everyone who has a stake in the product, such as customers, users, sponsors, managers, or other teams. The availability of the Product Backlog enables transparency, collaboration, feedback, and alignment among all parties involved in the product development.The other options are not valid or relevant measures to ensure that the Product Backlog is transparent. They are either too restrictive, arbitrary, or unrelated to the Product Backlog's transparency. They are:Each Product Backlog item has a MoSCoW priority: MoSCoW is a technique for prioritizing requirements based on their importance: Must have, Should have, Could have, or Won't have. While this technique can be useful for some products or contexts, it is not a mandatory or universal way to order the Product Backlog items. The Product Owner may use other factors or methods to order the Product Backlog items based on their value and relevance for the product.The Product Backlog only has work for the next 2 Sprints: This is a too limiting and unrealistic measure for the Product Backlog. The Product Backlog should contain all the work that is known to be needed in the product, not just for the next 2 Sprints. The Product Backlog is a living artifact that evolves as the product and the market change. The Product Owner should continuously refine and update the Product Backlog to reflect the current and future needs and expectations of the customers and users.The Product Backlog is managed using a web-based tool: This is an irrelevant measure for the Product Backlog's transparency. The Product Owner can use any tool or format to manage the Product Backlog, as long as it is clear, concise, and valuable. The tool or format does not affect the transparency of the Product Backlog itself. What matters more is how the Product Owner communicates and collaborates with the Scrum Team and the stakeholders using the Product Backlog.Scrum Guide: https://www.scrumguides.org/scrum-guide.htmlTransparency: https://www.scrum.org/resources/blog/transparency-scrum-valueProduct Backlog: https://www.scrum.org/resources/what-is-a-product-backlogMoSCoW: https://www.agilealliance.org/glossary/moscow/

Scrum is a framework for developing, delivering, and sustaining complex products. Scrum defines three roles: the Product Owner, the Scrum Master, and the Developers. Scrum does not have any other roles or titles, such as ''tester'', ''analyst'', ''designer'', or ''architect''.The Developers are the people in the Scrum Team who are accountable for creating a ''Done'' Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.The Developers are responsible for quality, not just for programming. Quality is not something that can be added or verified after the product is built. Quality is something that must be built into the product from the start, by following good practices, standards, and principles. Quality is also something that must be inspected and adapted continuously, by applying feedback loops, testing methods, and improvement actions.The Developers are not divided into sub-teams or sub-roles based on their skills or specialties. The Developers are a cross-functional and self-organizing team that has all the skills and capabilities needed to create a valuable product Increment. The Developers collaborate and coordinate their work as one unit, without any hand-offs or silos.The Developers may have different backgrounds or expertise, such as testing, analysis, design, or architecture. However, these are not separate roles or responsibilities in Scrum. They are part of the collective accountability and responsibility of the Developers as a whole. The Developers may perform different tasks or activities based on their skills or preferences, but they are all equally responsible for delivering a high-quality product Increment.Scrum Guide: https://www.scrumguides.org/scrum-guide.htmlDevelopers: https://www.scrum.org/resources/what-is-a-developer-in-scrumQuality: https://www.scrum.org/resources/blog/quality-scrum-value

If the Product Backlog is not sufficiently clear at Sprint Planning, the Developers will find it difficult to create a Sprint forecast they are confident they can meet. This is because:Sprint Planning is an event where the Scrum Team plans for the upcoming Sprint. The purpose of Sprint Planning is to align the entire Scrum Team around a common goal and a plan for delivering an Increment that meets that goal.The Developers are accountable for creating a Sprint forecast, which is a selection of Product Backlog items that they intend to work on during the Sprint. The Sprint forecast should be realistic, achievable, and valuable.The Product Owner is accountable for ensuring that the Product Backlog is transparent, visible, and understood by everyone who needs to work on it. They must collaborate with the Developers and provide clarifications, feedback, and guidance on what items are most important and valuable for the product.If the Product Backlog is not sufficiently clear at Sprint Planning, it means that there are items that are not well defined, ordered, or estimated. This may make it hard for the Developers to understand what they are supposed to build and why. It may also make it hard for them to estimate how much work they can do or how long it will take them to do it. This may result in a poor or inaccurate Sprint forecast that may affect the quality or value of the Increment.Other options, such as the Product Owner selecting the Sprint Goal for the Scrum Team so that work can begin, nothing in particular happening, the Scrum Master not allowing this to happen or looking for a new Scrum Master and re-starting the Sprint, or Sprint Planning being canceled so refinement can be done first, are not valid answers as they do not reflect what typically happens or what should happen in Scrum.[Scrum Guide], page 14, section ''Sprint Planning''[Scrum Guide], page 7, section ''Developers''[Scrum Guide], page 6, section ''Product Owner''[Scrum Guide], page 11, section ''Product Backlog''

The Product Owner wants the Developers to adhere to its Definition of Done to have complete transparency into what has been done at the end of each Sprint. This is because:The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. It is a shared understanding among the Scrum Team and the stakeholders of what ''Done'' means for any Product Backlog item that is selected for a Sprint.The Developers are accountable for creating a ''Done'' Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They must inspect the Increment at the end of each Sprint and assess how it delivers value and contributes to the Product Goal.Having a clear and consistent Definition of Done helps the Product Owner have complete transparency into what has been done at the end of each Sprint. It also helps them make informed decisions about releasing, adapting, or continuing the product development.Other options, such as predicting the team's productivity over time, knowing what the team will deliver over the next three Sprints, or reprimanding the team when they do not meet their velocity goal for the Sprint, are not valid reasons for wanting the Developers to adhere to its Definition of Done. They may reflect a misunderstanding of what a Definition of Done is or how Scrum works.[Scrum Guide], page 10, section ''Definition of Done''[Scrum Guide], page 7, section ''Developers''[Scrum Guide], page 6, section ''Product Owner''

The work to make sure Product Backlog items conform to the Definition of Done is done by the Developers. This is because:The Developers are accountable for creating a ''Done'' Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. It is a shared understanding among the Scrum Team and the stakeholders of what ''Done'' means for any Product Backlog item that is selected for a Sprint.The Developers are self-managing professionals who organize and manage their own work. They decide how to best accomplish their work, rather than being directed by others outside the Scrum Team.Other options, such as the Product Owner, the Quality Assurance Team, the Scrum Team, or the Scrum Master, are not responsible for making sure Product Backlog items conform to the Definition of Done. They may have different roles and accountabilities in Scrum, but they do not do the actual work of creating a ''Done'' Increment.[Scrum Guide], page 7, section ''Developers''[Scrum Guide], page 10, section ''Definition of Done''[Scrum Guide], page 7, section ''The Scrum Team''

Cross-functional teams are not optimized to work on one component or layer of a system only. This is because:Cross-functional teams are teams that have all the skills and competencies needed to accomplish the work without depending on others who are not part of the team.Cross-functional teams are able to deliver value across the entire product, rather than focusing on a specific component or layer. They can work on any aspect of the product that is needed to achieve the Sprint Goal and the Product Goal.Cross-functional teams are more agile, collaborative, and creative than teams that are specialized or siloed. They can reduce dependencies, handoffs, and delays, and increase feedback, learning, and adaptation.[Scrum Guide], page 7, section ''Developers''[Scrum Guide], page 10, section ''Product Goal''[Scrum Guide], page 7, section ''The Scrum Team''

The amount of the Sprint Backlog that must be defined during the Sprint Planning event is enough so the Developers can create their forecast of what work they can do. This is because:Sprint Planning is an event where the Scrum Team plans for the upcoming Sprint. The purpose of Sprint Planning is to align the entire Scrum Team around a common goal and a plan for delivering an Increment that meets that goal.The Developers are accountable for creating a Sprint forecast, which is a selection of Product Backlog items that they intend to work on during the Sprint. The Sprint forecast should be realistic, achievable, and valuable.The Developers are also accountable for creating a plan for how they will deliver the selected Product Backlog items as a ''Done'' Increment. The plan may include tasks, dependencies, risks, estimates, or other information that helps them organize and manage their work.The amount of the Sprint Backlog that must be defined during Sprint Planning may vary depending on the context, complexity, and uncertainty of the product development. However, it should be enough so that the Developers can create their forecast of what work they can do and have a clear direction for the first few days of the Sprint.Other options, such as just enough to understand design and architectural implications, the entire Sprint Backlog being identified and estimated by the end of Sprint Planning, or just enough tasks for the Scrum Master to be confident in the Developers' understanding of the Sprint, are not valid answers as they do not reflect what must be defined during Sprint Planning or what is required for creating a Sprint forecast.[Scrum Guide], page 14, section ''Sprint Planning''[Scrum Guide], page 7, section ''Developers''[Scrum Guide], page 15, section ''Sprint Backlog''[Scrum Guide], page 14, section ''Sprint Planning''

An Increment is a concrete stepping stone toward the product vision. It 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 meets the Definition of Done and is usable.The Scrum Team decides when and how to release an Increment to customers or users. The Product Owner is responsible for maximizing the value of the product and the work of the Developers, and may decide to release an Increment at any time during or after a Sprint. The Developers are responsible for creating a potentially releasable Increment each Sprint, and may collaborate with the Product Owner and the stakeholders to determine the best way to deliver value.Releasing an Increment to customers or users is not mandatory at the end of each Sprint. The Scrum Team may choose to release an Increment more or less frequently, depending on the product goals, market conditions, customer feedback, or technical feasibility. However, releasing an Increment regularly can provide many benefits, such as:Validating assumptions and hypotheses about the product value and quality.Obtaining feedback and data from real users and customers.Increasing customer satisfaction and loyalty.Reducing risks and uncertainties.Improving transparency and collaboration.Scrum Guide: https://www.scrumguides.org/scrum-guide.htmlIncrement: https://www.scrum.org/resources/what-is-an-incrementReleasing Value: https://www.scrum.org/resources/blog/releasing-value

The Developers are the people in the Scrum Team who are accountable for creating a ''Done'' Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. The Definition of Done is used to assess when work is complete on the product Increment.The amount of work required of the Developers to complete a Product Backlog item selected during the Sprint Planning depends on the Definition of Done. The Definition of Done may vary from one Scrum Team to another, depending on the context and domain of work. However, it must be consistent within one team. If there are multiple Scrum Teams working on one product, they must share a common Definition of Done. If there is an organizational standard for a Definition of Done, all Scrum Teams must follow it as a minimum.The Developers must ensure that each Product Backlog item they complete during a Sprint meets the Definition of Done. This means that they must perform all the necessary tasks and activities to deliver a high-quality product functionality that is usable, valuable, and potentially releasable. This may include analysis, design, development, testing, documentation, integration, deployment, or any other aspects that contribute to the quality and usability of the product.The other options are not valid or relevant measures for the amount of work required of the Developers to complete a Product Backlog item. They are either too vague, arbitrary, or unrealistic. They are:As much as they can fit into the Sprint, with remaining work deferred to the next Sprint: This is a too vague and unrealistic measure for the amount of work required of the Developers. It does not account for the quality or value of the product functionality delivered. It also does not respect the timebox or scope of the Sprint. It may lead to incomplete or unfinished work, technical debt, or scope creep.All development work and at least some testing: This is a too arbitrary and insufficient measure for the amount of work required of the Developers. It does not account for the quality or value of the product functionality delivered. It also does not respect the Definition of Done or the potentially releasable nature of the Increment. It may lead to low-quality or unusable work, defects, or rework.A proportional amount of time on analysis, design, development, and testing: This is a too restrictive and prescriptive measure for the amount of work required of the Developers. It does not account for the complexity or variability of the product functionality delivered. It also does not respect the self-organization or cross-functionality of the Developers. It may lead to over-engineering or waste.Scrum Guide: https://www.scrumguides.org/scrum-guide.htmlDefinition of Done: https://www.scrum.org/resources/what-is-a-definition-of-doneDevelopers: https://www.scrum.org/resources/what-is-a-developer-in-scrum

The length of a Sprint is the timebox within which the Scrum Team creates a potentially releasable product Increment. The Sprint is a container for all the other Scrum events, such as the Sprint Planning, the Daily Scrum, the Sprint Review, and the Sprint Retrospective. The Sprint is also a feedback loop that allows the Scrum Team and the stakeholders to inspect and adapt the product and the process.The length of a Sprint should be no more than one calendar month. This is the maximum duration allowed by Scrum, as longer Sprints can increase the complexity and risk of the product development. Longer Sprints can also reduce the agility and responsiveness of the Scrum Team to changing customer needs and market conditions.The length of a Sprint should also be short enough to keep the business risk acceptable to the Product Owner. The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time. The length of a Sprint affects how frequently and effectively the Product Owner can validate, verify, and deliver value to the customers and users.The length of a Sprint should also be short enough to be able to synchronize the development work with other business events. The Scrum Team operates within a broader organizational context that may have other events, cycles, or deadlines that affect or depend on product development. For example, there may be marketing campaigns, sales promotions, regulatory compliance, or contractual obligations that require coordination and alignment with the product delivery. The length of a Sprint affects how well and timely the Scrum Team can synchronize their work with these other business events.Scrum Guide: https://www.scrumguides.org/scrum-guide.htmlSprint: https://www.scrum.org/resources/what-is-a-sprint-in-scrumProduct Owner: https://www.scrum.org/resources/what-is-a-product-owner