There is a lot of knowledge, experience and there are many interesting perspectives from others you can learn from. So, estimate the value of Product Backlog Items together with your stakeholders and Scrum Team. Involve your customers, involve your users and don't forget your Developers. They may have very interesting viewpoints to learn from, which could lead to you delivering much more value, with much less effort.

The Scrum Team focus on creating high-value Increments that meet the Definition of Done.

The entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint. Scrum defines three specific accountabilities within the Scrum Team: the Developers, the Product Owner, and the Scrum Master.

The Product Owner is one person, not a committee. The Product Owner may represent the needs of many stakeholders in the Product Backlog. Those wanting to change the Product Backlog can do so by trying to convince the Product Owner.

The Product Owner is accountable for the Product Backlog, including its content, availability, and ordering.

Functional product is the primary measure of progress.

Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems.

In a nutshell, Scrum requires a Scrum Master to foster an environment where:

1. A Product Owner orders the work for a complex problem into a Product Backlog.

2. The Scrum Team turns a selection of the work into an Increment of value during a Sprint.

3. The Scrum Team and its stakeholders inspect the results and adjust for the next Sprint.

4. Repeat

Scrum is simple. Try it as is and determine if its philosophy, theory, and structure help to achieve goals and create value. The Scrum framework is purposefully incomplete, only defining the parts required to implement Scrum theory. Scrum is built upon by the collective intelligence of the people using it. Rather than provide people with detailed instructions, the rules of Scrum guide their relationships and interactions.

When a Sprint is cancelled, any completed and “Done” Product Backlog items are reviewed. If part of the work is potentially releasable, the Product Owner typically accepts it. All incomplete Product Backlog Items are re-estimated and put back on the Product Backlog.

A Sprint could be cancelled if the Sprint Goal becomes obsolete. Only the Product Owner has the authority to cancel the Sprint.

The input to the Sprint Planning is:

The Product Backlog

The latest product Increment

Projected capacity of the Developers during the Sprint

Past performance of the Developers

The Scrum Master serves the Scrum Team in several ways, including:

● Coaching the team members in self-management and cross-functionality;

● Helping the Scrum Team focus on creating high-value Increments that meet the Definition of Done;

● Causing the removal of impediments to the Scrum Team’s progress; and,

● Ensuring that all Scrum events take place and are positive, productive, and kept within the timebox.

Note: The Daily Scrum is an internal meeting to the Developers. Therefore, the Product Owner and the Scrum Master may ATTEND the Daily Scrum as silent observers but they cannot actively PARTICIPATE in the Daily Scrum.

The ordering of the Product Backlog is a key mechanism for reducing and eliminating dependencies. Usually items with external dependencies are not considered “Ready” for selection unless the other team is at the Sprint Planning to provide their support. The Scrum Team should deliver an Increment of product functionality every Sprint.