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Scrum Adherence Test | Free Project Management Tools | Scrum
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Agile/Scrum Check List



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The Agile/Scrum Check List concentrates on the fundamental principles of the agile delivery approach, it enables the team to understand if they have the basic operational concepts in place. Getting this established will allow you to work on the real meaning of being agile, if you are not adopting some of the principles the team should ask why and discuss if they should adopt them as part of their continuous improvement.

Getting a high score does not mean you are fully agile, there is more to agile than passing a test, but it does mean you are on the path to success! Each question encourages you to think, some questions are very factual and can be answered easily, others are more subjective and need further thought and evidence to answer correctly. To see a sample project select Demo


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+ Show the guide to completing the Scrum Check List Questions

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Compliance

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Yes

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- There is evidence that the team work in this way.

No

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- The team have major impediments preventing them working in this way.

N/A

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- There is a justifiable reason why the team do not work this way.
Quality

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Red

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- The team have major or moderate impediments which prevents them achieving this to a standard they are happy with.


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Amber

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- The team sometimes achieve this, but not often.


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Green

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- The team always/usually achieve this.

N/A

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- There is a justifiable reason why the team do not work this way.


Agile Scrum
Project Name:
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Maturity Model Rating
Score 1
Score 2
Score 3
Score 4
Score 5
Level 1 - Initial
Framework is not being adopted
Level 2 - Managed
Very Low adoption of framework
Level 3 - Defined
Low adoption of framework
Level 4 - Quality
Good adoption of framework
Level 5 - Optimised
Full adoption of framework
Analysis


Check List Questions Compliance Quality
Team Members - Scrum Master
Is there a Scrum Master?
Can the Scrum Master describe their role and responsibility?
Does the Scrum Master regularly coach and promote self-organisation within the Development Team?
Does the Scrum Master regularly coach and promote cross-functionality within the Development Team?
Does the Scrum Master remove impediments to the Development Team’s progress?
Does the Scrum Master ensure the Development Team create high-value products?
Does the Scrum Master facilitate the Scrum events as requested or needed?
Does the Scrum Master support the Product Owner find techniques for effective Product Backlog management?
Does the Scrum Master facilitate the Scrum Team to create clear and concise Product Backlog items?
Does the Scrum Master support the Product Owner in understanding the product planning in an empirical environment?
Does the Scrum Master ensure the Product Owner knows how to arrange the Product Backlog to maximize value?
Does the Scrum Master support the Product Owner understanding and practising agility?
Does the Scrum Master lead and coach the organisation in its Scrum adoption?
Does the Scrum Master plan Scrum implementations within the organisation?
Does the Scrum Master help employees and stakeholders understand and enact Scrum and empirical product development?
Does the Scrum master implement changes that increases the productivity of the Scrum Team?
Does the Scrum Master work with other Scrum Masters to increase the effectiveness of the application of Scrum in the organisation?
Team Members - Developer
Is the Development Team self-organised and choose how best to accomplish their work?
Is the Development Team cross-functional and have all of the skills as a team necessary to create a product Increment?
Are there no other titles than Developer in the Development Team, regardless of the work being performed by the person?
Is the Development Team between 3 and 9 members?
Team Members - Product Owner
Is there a Product Owner?
Is the Product Owner the only person who tells the Development Team what to work on?
Does the Product Owner clearly express the Product Backlog items?
Does the Product Owner groom and order the items in the Product Backlog?
Does the product Owner optimise the value of the work the Development Team perform?
Does the Product Owner ensure that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next?
Does the Product Owner ensure the Development Team understands items in the Product Backlog?
Does the Organisation respect the Product Owner decisions?
Team Members - General
Does the Team deliver the products iteratively?
Does the Team deliver the products incrementally?
Does the Team have just the three roles, Product Owner, Scrum Master and Development Team?
Does the Team have all the expertise and competencies needed to get the job done without any help from outside the team?
Sprints
Does each new Sprint start immediately after the conclusion of previous Sprint?
Are the maximum length of the sprints one month?
Do all the sprints have the same length?
If needed during the Sprint, is the scope clarified and re-negotiated between the Product Owner and Development Team?
Are the quality goals maintained during the Sprint?
Are changes requested during the Sprint that would endanger the Sprint Goal managed so there is no impact?
Is the Product Owner the only person with authority to cancel the sprint?
Are incomplete Product Backlog items re-estimated and put back on the Product Backlog?
Sprint Planning
Does the entire Scrum Team participate in the Sprint Planning?
Are the Sprint Planning sessions held at the beginning/before a sprint?
Does the Scrum Master ensure that the Sprint Planning takes place?
Does the Scrum Master ensure that attendants to Sprint Planning understand its purpose?
Does the Scrum Master teach the Scrum Team to keep the Sprint Planning within the time-box?
Is the Sprint Planning time box maintained (Eight hours for a one-month Sprint, or for shorter Sprints less than eight hours)?
Does the Development Team forecast the Product Backlog items which it will be delivering in the Sprint?
Does the Development Team establish a Sprint goal during the Sprint Planning?
Does the Development Team self-organise to undertake the work in the Sprint Backlog?
Do the attendants to Sprint Planning understand its purpose?
Does the Product Owner help to clarify the selected Product Backlog items to be developed during the Sprint?
Can the Development Team renegotiate the selected Product Backlog items with the Product Owner?
Is the Development Team able to explain to the Product Owner and Scrum Master how it intends to work as a self-organising team to accomplish the Sprint Goal and create the anticipated Increment?
Daily Scrum
Is the daily stand up kept to 15 minutes long and members remain standing?
Does the Daily Scrum cover what the team have completed since the last stand-up?
Does the Daily Scrum cover what the team are working on now?
Does the Daily Scrum cover any impediment that prevents the Development Team from meeting the Sprint Goal?
Is the Daily Scrum held at the same time and place each day?
Does the Scrum Master ensure that the Development Team has the Daily Scrum meeting?
Is the Development Team responsible for conducting the Daily Scrum?
Does the Scrum Master teach the Development Team to keep the Daily Scrum within the 15-minute time-box?
Does Scrum Master enforce the rule that only Development Team members participate in the Daily Scrum?
Sprint Review
Are the Sprint Reviews performed at the end of every sprint or every other sprint?
Is the Sprint Review time box maintained (Four-hour for one-month Sprints or for shorter Sprints less than four hours)?
Does the Scrum Master ensure that the Sprint Review takes place?
Does the Scrum Master ensure that the attendants understand its purpose?
Does the Sprint Review attendees include the Scrum Team and key stakeholders?
Does the Product Owner explain what Product Backlog items have been “Done” and what has not been “Done”
Does the Development Team discuss what went well during the Sprint, what problems it ran into, and how those problems were solved?
Does the Development Team demonstrate the work that it has “Done” and answers questions about the Increment?
Does the Product Owner discuss the Product Backlog as it stands, and likely completion dates based on progress to date (if needed)?
Does the Sprint Review provide valuable input to subsequent Sprint Planning?
Does the Sprint Review discuss how the marketplace or potential use of the product might have changed what is the most valuable thing to do next
Does the Sprint Review discuss the time line, budget, potential capabilities, and marketplace for the next anticipated release of the product.
Sprint Retrospective
Does the Sprint Retrospective occur after the Sprint Review and prior to the next Sprint Planning?
Is the Sprint Retrospective time box maintained (Three-hour for one-month Sprints, or less for shorter Sprints)?
Does the Scrum Master ensure that the Sprint Retrospective takes place?
Does the Scrum Master ensure that the Sprint Retrospective attendants understand its purpose?
Does the Scrum Master participate as a peer team member in the meeting from an accountability over the Scrum process?
Does the Development Team identify improvements that it will implement in the next Sprint?
Does the Sprint Retrospective cover what went well during the sprint cycle?
Does the Sprint Retrospective cover what went wrong during the sprint cycle?
Does the Sprint Retrospective cover what could be done differently to improve?
Do the team find creative solutions and develop an action plan at the end of the Sprint Retrospective?