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+So I want to conclude this lesson by providing a high
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+level view of this scrum process. The process is represented here,
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+and as you can see it has several components. We're going to
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+go through all of them one at a time. We're going to
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+start with a product backlog. Product backlog is the single source
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+of requirements, for the process. They're order by value raised priority
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+necessity, so that all of this characteristics can be taken into
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+account when selecting which backlog items to consider for the next iteration.
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+It's a living list in the sense that backlog items
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+can be added or removed. And it's not really defined
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+as we just said, by the product owner. In the
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+sprint planning, what happens is that the next increment or
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+the next sprint is defined. So basically, the backlog items
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+of interest are selected based on the characteristics we just
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+mentioned: value, [UNKNOWN], priority, and necessity. And the items are
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+converted into tasks and estimated. So the result is this sprint
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+backlog, which is the set of backlog items that will
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+be completed during the next sprint. The sprint is an actual
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+iteration of this scrum process. It's got a main part
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+that lasts two to four weeks, and within this main part,
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+there are many daily scrums that last 24 hours. So
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+let's see how this work. A daily scrum is typically characterized
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+by a 50-minute meeting at the beginning of the day
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+for the team to sync, and what happens during the meeting
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+is that there is a discussion of the accomplishments since
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+the last meeting. A to do list for the next
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+meeting is produced, and there is also an obstacle analysis.
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+So if some problem appear, they're discussing the daily scrum, and
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+possible solutions are proposed. At the end of the two
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+four-week cycle, there is a sprint review and retrospective. The sprint
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+review normally consists of a four hour meeting. In the
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+meeting, the product owner assesses the accomplishment for the specific sprint,
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+and the team discusses issues that were encountered and solved.
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+There is typically a demo of the deliverable for that
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+sprint. And at that point, the product owner will also
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+discuss the backlogs. And together with the team they will decide
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+what to do next. In the retrospective conversely what happens
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+is there is more focus on the process. So the
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+goal of that part of the meeting is discussing possible
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+process improvements. To identify them
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+and if promising improvements are identified
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+try to plan how to implement those improvements and use them
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+in the next iterations. And something else that might happen at
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+the end of a sprint is that if the product increment
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+is good enough as it reach the state in which it
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+can be actually shipped that will result in a release that
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+is not just internal. To show the product owner the progress
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+that can also be deployed and actually used in production. So
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+one final consideration is that as you can see, XP and scrum
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+are fairly similar, and that's because they're both agile development
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+processes. So the main thing to keep in mind is that
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+they both implement and enforce
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+those ideas, values, practices, and characteristics
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+that we saw when we discussed agile development process in general.