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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.