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About Scrum

An Empirical Framework

Scrum is a framework for product development using cross-functional teams. It emphasizes empirical (real world) feedback and team self management.

Scrum provides a structure of roles, events, rules, and artifacts. In this framework, teams must create and adapt their own ways of working.

Scrum uses fixed-length iterations, called Sprints. Sprints can be no longer than a month, and preferably a week or two. Teams try to develop a usable, potentially shippable, properly tested product increment every Sprint. An increment that is shippable to its end user — not just handed off internally— closes the Sprint’s feedback loop.

An Alternative to Waterfall

Scrum’s incremental, iterative approach trades the traditional phases of “waterfall” development for the ability to deliver small features first, then to revise plans based on ongoing discovery.

Traditional “waterfall” development depends on a perfect understanding of the product requirements at the outset and minimal errors executing each phase.

Figure 1. Traditional “waterfall” development depends on a perfect understanding of the product requirements at the outset and minimal errors executing each phase.

Figure 2: Scrum blends all development activities into each iteration, adapting to discovered realities at fixed intervals.

Figure 2: Scrum blends all development activities into each iteration, adapting to discovered realities at fixed intervals.

Scrum is for complex work involving knowledge creation and collaboration such as new product development. Its use has also spread to the development of products such as semiconductors, mortgages, and wheelchairs.

Doing Scrum, or Pretending to Do Scrum?

Scrum’s reality checks expose harmful constraints in individuals, teams, and organizations. Many people claiming to do Scrum modify the parts that require breaking through organizational impediments and end up robbing themselves of most of the benefits.

Scrum Team


  • Sometimes called “developers” but intended to be cross-functional, e.g., including members with testing skills, designers, domain experts, data scientists, business analysts, etc.
  • Self-organizing / self-managing, without externally assigned roles.
  • Plans one Sprint at a time with the Product Owner, and other teams if applicable.
  • Owns how to develop the increment.
  • Owns both internal collaboration and external collaboration (e.g., working with other teams, clarifying details with end users, etc.).
  • More successful when located in one team room, particularly for the first few Sprints.
  • More successful with long-term, full-time membership. Scrum moves work to a flexible learning team and avoids moving people or splitting them between teams.
  • Around six members, give or take a few.
  • No appointed lead. On a healthy team, leadership emerges and shifts naturally.

Product Owner

  • Maximizing the value of the development effort by declaring vision and priorities.
  • Only one per product, even with multiple teams.
  • Constantly re-prioritizes the Product Backlog, adjusting any long-term expectations such as release plans.
  • Final arbiter of requirements questions.
  • Decides whether to release the product.
  • Decides whether to continue developing the product.

Scrum Master

  • Works with the organization to make Scrum possible.
  • Ensures Scrum is understood and can be enacted.
  • Creates an environment conducive to team self-organization.
  • Shields the team from external interference and distractions to keep it in group flow (a.k.a. the zone).
  • Promotes improved engineering practices.
  • Has no management authority over the team.
  • Helps resolve impediments.
  • Serves the team, the Product Owner, and the organization.
  • See also
The Scrum Master's focus shifts over time.

Figure 3: The Scrum Master’s focus shifts over time.

Scrum Events

Scrum Flow

Figure 4: Scrum flow

Sprint Planning

At the beginning of each Sprint, the Product Owner and team(s) plan which Product Backlog Items they will try to convert to working product during the Sprint. The Product Owner declares which items are the most important to the business. The development team is responsible for selecting the amount of work they feel they can implement without accruing technical debt. The team selects work from the Product Backlog for the Sprint Backlog.

Declaring a Sprint Goal can increase focus on the big picture.

Software development has inherent uncertainty. Teams can really only guess how much work to select each Sprint, while learning from previous Sprints. Traditional habits of trying to plan by hourly capacity can make the team pretend to be precise and reduce ownership of the plan. While relative estimation (e.g., “story points”) may help, it’s often led to the same problem: the over-certainty that numbers imply, an example of what Luke Walter calls left brain poisoning. Some teams produce better Sprint plans by ditching quantitative practices.

Until a team has learned how to complete a shippable product increment each Sprint, it should reduce the feature scope that it plans, while increasing emphasis on testing, integration, and source code understandability. Failure to change old habits leads to technical debt and eventual design death, as shown in Figure 16.

A portion of Sprint Planning may be needed to further refine the selected items.

In the last part of Sprint Planning, the team forecasts how it will accomplish the work. For example, they may break the selected items into an initial list of Sprint Tasks.

The maximum allotted time (a.k.a. timebox) for planning a 30-day Sprint is eight hours, reduced proportionally for a shorter Sprint.

Sprint Planning Meeting outcome

Figure 5: Sprint Planning outcome is selected Product Backlog Items (PBIs) and subordinate Sprint Tasks.

Daily Scrum and Sprint Execution

Every day at the same time and place, the team spends 15 minutes inspecting their Sprint in progress and creating a shared plan for the day.

Standing up at the Daily Scrum helps keep it short. Topics that require additional attention may be discussed after the event by whomever is interested.

Teams find it useful to gather around information radiators such as a physical task-board.

During Sprint execution, it is common to discover additional work necessary to achieve the Sprint goal.

The Daily Scrum was intended to disrupt old habits of working separately, but by itself has not proven sufficient. Teams can increase collaboration further with techniques such as mob programming.

During the Sprint, the team strives for a rigorous definition of done. For example, a software item that is merely “code complete” is not done because untested software isn’t shippable. Incomplete items are returned to the Product Backlog and ranked according to the Product Owner’s revised priorities as candidates for future Sprints.

Sprint Review

The purpose of the Sprint Review is to inspect the Product Increment and adapt plans for it. The participation of customers, end users, and other interested parties provides information the Product Owner may consider acting on.

The Scrum Master may help the Product Owner and stakeholders convert their feedback to new Product Backlog Items for prioritization by the Product Owner. New scope discovery usually outpaces the team’s rate of development. If the Product Owner feels that the newly discovered scope is more important than the original expectations, new scope displaces old scope in the Product Backlog. Some items will never be done.

New products, particularly software products, are hard to visualize in a vacuum. Many customers need to be able to react to a piece of functioning software to discover what they will actually want. Iterative development, a value-driven approach, allows the creation of products that couldn’t have been specified up front in a plan-driven approach.

Sprint Retrospective

Each Sprint ends with a retrospective. The team, Product Owner, and Scrum Master reflect on their own way of working together. They inspect their behavior and take action to adapt it for future Sprints.

Dedicated Scrum Masters will find alternatives to the stale, fearful meetings everyone has come to expect. In-depth retrospectives can happen in an environment of psychological safety difficult to create in most organizations. Practices such as performance appraisals and the job title ladder hamper full trust and teamwork. But without safety, the retrospective discussion may either avoid the uncomfortable issues or deteriorate into blaming and hostility.

A second impediment to insightful retrospectives is our human tendency to jump to conclusions and propose actions too quickly. The book Agile Retrospectives suggests steps to slow this down: Set the stage, gather data, generate insights, decide what to do, close the retrospective. (1)Agile Retrospectives, Pragmatic Bookshelf, Derby/Larson (2006) Another useful book, The Art of Focused Conversations, suggests focusing on steps in this order: Objective, Reflective, Interpretive, and Decisional (ORID). (2)The Art of Focused Conversations, New Society Publishers (2000)

A third impediment to psychological safety is geographic distribution. Dislocated teams rarely bond as well as those in team rooms.

Scrum Masters use a variety of techniques to facilitate retrospectives, such as silent writing, timelines, and satisfaction histograms. The goals are to gain a common understanding of multiple perspectives and to develop actions that will take the team and organization to the next level.

Large Scale Scrum adds on Overall Retrospective to resolve cross-team problems, and problems with the organization’s structure and policies.

Backlog Refinement

(Note for test takers: This is not an “event” in single-team Scrum.)

Product Backlog Items (PBIs) initially need refinement because they are too large or poorly understood. Teams use some of every Sprint (say 10%) to prepare the top of the Product Backlog for upcoming Sprints.

In Backlog Refinement, large vague items near the top are split and clarified, considering both business and technical concerns. Sometimes a subset of the team and others (e.g., customers, end users) will draft and split Product Backlog Items before involving the entire team.

While refining items, the team may estimate the amount of effort they would expend to complete items in the Product Backlog and provide other technical information to help the Product Owner prioritize them. (3)Add a Tooltip Text

It is common to think of a Product Backlog Items as a User Story. (4)User Stories Applied: For Agile Software Development, Addison Wesley, Cohn (2004) In this approach, oversized PBIs may be called epics.

Traditional approaches breaks features into sequential tasks (resembling waterfall phases) that cannot be prioritized independently and lack business value from the customer’s perspective. This habit is hard to break.

A skilled Scrum Master can help the team identify thin vertical slices of work that still have business value, while promoting a rigorous definition of “done” that includes proper testing and refactoring.

Agility requires learning to carve out small product features. For example, in a medical records application, the epic “display the entire contents of a patient’s allergy records to a doctor” yielded the story “display whether or not any allergy records exist.” While the engineers anticipated significant technical challenges in parsing the internal aspects of the allergy records, the presence or absence of any allergy was the most important thing the doctors needed to know. Collaboration between business people and technical people to split this epic yielded a story representing 80% of the business value for 20% of the effort of the original epic.

Slicing large items shortens the end-to-end cycle time with users, accelerating the discovery of their real needs.

Figure 6: During Backlog Refinement, large PBIs (often called “epics”) near the top of the Product Backlog are split into thin vertical feature slices (“stories”), not horizontal implementation phases.

Figure 6: During Backlog Refinement, large PBIs (often called “epics”) near the top of the Product Backlog are split into thin vertical feature slices (“stories”), not horizontal implementation phases.

Scrum Artifacts

Scrum defines three artifacts: Product Backlog, Sprint Backlog, and Increment.

Product Backlog

Product Backlog

Figure 7: Product Backlog

  • Force-ranked (prioritized) list of desired functionality
  • Visible to all stakeholders
  • Anyone can suggest items
  • Constantly re-prioritized by the Product Owner
  • Constantly refined by teamwork
  • Items at top should be smaller (e.g., smaller than 1/4 of a Sprint) than items at bottom

Product Backlog Item (PBI)

Product Backlog Item

Figure 8: A PBI represents a customer-centric feature, usually requiring several tasks to achieve definition of done.

  • Describes the what (more than the how) of a customer-centric feature
  • Often considered a User Story
  • Has a product-wide definition of done to prevent technical debt
  • May have item-specific acceptance criteria
  • Time/effort estimate, if used, is provided by the team, ideally in relative units (e.g., story points)

Sprint Backlog

  • PBIs selected by the team during Sprint Planning, plus their continuously-updated plan to accomplish them (e.g., Sprint Tasks)
  • Initial tasks are identified by the team during Sprint Planning
  • Team will discover additional work needed to meet the Sprint Goal during Sprint execution
  • No changes are made during the Sprint that would endanger the Sprint Goal
  • Visible to the team
  • Referenced during the Daily Scrum
Sprint Backlog

Figure 9: Sprint Backlog is best represented with an “information radiator” such as a physical taskboard.

(Potentially Shippable Product) Increment

  • The product capabilities completed during the Sprints.
  • Brought to a usable, shippable state at least by the end of each Sprint, or more frequently than that.
  • Released as often as the Product Owner wishes.
  • Inspected during every Sprint Review.
  • Definition of Done is a standard applied to all PBIs from all contributing teams. For example, all new changes should:
    • Be properly tested.
    • Be fully integrated.
    • Be peer reviewed or developed by pair/mob programming.
    • Be documented (when applicable).
    • Maintain or improve source code understandability.
Un-done work causes risk and delay.

Figure 10: Un-done work causes risk and delay.

Sprint Task (optional)

  • Describes how to achieve the PBI’s what
  • Typically involves one day or less of work
  • Owned by the team; collaboration is expected
Sprint tasks

Figure 11: Sprint tasks required to complete one backlog item require a mix of activities no longer done in separate phases (e.g., requirements elicitation, analysis, design, implementation, deployment, testing).

Sprint Burndown Chart (optional)

    • Summation of total team work remaining within one Sprint
    • Updated daily
    • May go up before going down
    • Intended to facilitate team self-organization, not as a report
    • Fancy variations, such as itemizing by point person or adding trend lines, tend to reduce effectiveness at encouraging collaboration
    • Seemed like a good idea in the early days of Scrum, but in practice often misused as a management report, inviting intervention. Discontinue use of this chart if it reduces team self-management.
Sprint Burndown Chart

Figure 12: Sprint Burndown Chart

Product / Release Burndown Chart (optional)

  • Tracks the remaining Product Backlog effort from one Sprint to the next
  • X axis is time in Sprints
  • May use relative units such as Story Points for Y axis
  • Depicts historical trends to adjust forecasts
Product / Release Burndown Chart

Figure 13: A Release Burndown Chart variation popularized by Mike Cohn. The red line tracks PBIs completed over time (velocity), while the blue line tracks new PBIs added (new scope discovery). The intersection projects release completion date from empirical trends.

Multiple Teams

Your Organization is Designed to Impede Agility

Introducing Scrum without simplifying the organization’s structure and policies leads to change theater and no real improvement. Large organizations are usually just pretending. (5)“Seven Obstacles to Enterprise Agility,” Gantthead, James (2010) Successful adoptions of Large Scale Scrum are both top down and bottom up.

Scrum addresses uncertain requirements and technology risks by grouping people from multiple disciplines into one team — in one team room — to increase bandwidth, visibility, and trust.

Adding too many people to a team makes things worse. Grouping people by specialty also makes things worse. Grouping people by architectural components (a.k.a. component teams) makes things worse.

Communication pathways

Figure 14: Communication pathways increase as a square of team size.

Feature Teams

Fully cross-functional “feature teams” are able to operate at all layers of the architecture in order to deliver customer-centric features to end users. In a large system, this requires learning new skills.

As teams focus on learning — rather than short-term micro-efficiencies — they can help create a learning organization.

Feature teams learn to span architectural components.

Figure 15: Feature teams learn to span architectural components.

One Product Backlog, One Product Owner

In Large Scale Scrum, multiple teams share a single Product Backlog prioritized by a single Product Owner. They share the responsibility of maintaining this backlog. To avoid asynchronous dependencies, they collaborate across teams in one shared Sprint, using overall and multi-team versions of the events described in this card, often with team-appointed representatives. (6)See to learn about Large Scale Scrum As in single-team Scrum, they attempt to develop one properly tested, integrated, shippable product increment every Sprint.

Related Practices


Scrum is a general framework coinciding with the Agile movement in software development, which is partly inspired by Lean manufacturing approaches such as the Toyota Production System. (7)Agile movement defined at

Extreme Programming (XP)

While Scrum does not prescribe specific engineering practices, Scrum Masters are responsible for promoting increased rigor in the definition of done. Items that are called “done” should stay done. Automated regression testing prevents vampire stories that leap out of the grave. Design, architecture, and infrastructure emerge over time, subject to continuous reconsideration and refinement, instead of being “finalized” at the beginning, when we know almost nothing.

The Scrum Master can inspire the team to learn engineering practices associated with XP: Continuous Integration (continuous automated testing), Test-Driven Development (TDD), constant merciless refactoring, pair programming, mob programming, frequent check-ins, etc. Informed application of these practices prevents technical debt.

Agile methods: early and sustainable delivery of valuable features

Figure 16: The straight green line represents the general goal of Agile methods: early and sustainable delivery of valuable features. Doing Scrum properly entails learning to satisfy a rigorous definition of “done” to prevent technical debt. (Graph inspired by discussions with Ronald E. Jeffries.)

Team Self-Management

Engaged Teams Outperform Manipulated Teams

During Sprint execution, team members develop an intrinsic interest in shared goals and learn to manage each other to achieve them. The natural human tendency to be accountable to a peer group contradicts years of habit for many workers. Allowing a team to become self-propelled, rather than manipulated through extrinsic punishments and rewards, contradicts years of habit for many managers. (9)Intrinsic motivation is linked to mastery, autonomy, and purpose. “Rewards” harm this. The Scrum Master’s observation and persuasion skills increase the probability of success, despite the initial discomfort.

Challenges and Opportunities

Self-organizing teams can radically outperform larger, traditionally managed teams. Family-sized groups naturally self-organize when the right conditions are met:

  • members are committed to clear, short-term goals
  • members can gauge the group’s progress
  • members can observe each other’s contribution
  • members feel safe to give each other unvarnished feedback

Psychologist Bruce Tuckman describes modes of group development as “forming, storming, norming, performing.” (10)“Developmental Sequence in Small Groups.” Psychological Bulletin, 63 (6): 384-99 Tuckman, referenced repeatedly by Schwaber. Optimal self-organization takes time. The team may perform worse during early iterations than it would have performed as a traditionally managed working group. (11)The Wisdom of Teams: Creating the High-Performance Organization, Katzenbach, Harper Business (1994)

Heterogeneous teams outperform homogeneous teams at complex work. They also experience more conflict. (12)Group Genius: The Creative Power of Collaboration, Sawyer, Basic Books (2007). (This book is #2 on Michael James’s list of recommended reading for ScrumMasters.) Disagreements are normal and healthy on an engaged team; team performance will be determined by how well the team handles these conflicts.

Bad apple theory suggests that a single negative individual (“withholding effort from the group, expressing negative affect, or violating important interpersonal norms” (13)“How, when, and why bad apples spoil the barrel: Negative group members and dysfunctional groups.” Research in Organizational Behavior, Volume 27, 181–230, Felps/Mitchell/Byington, (2006) ) can disproportionately reduce the performance of an entire group. Such individuals are rare, but their impact is magnified by a team’s reluctance to remove them. This can be partly mitigated by giving teams greater influence over who joins them.

Other individuals who underperform in a boss/worker situation (due to being under-challenged or micromanaged) will shine on a Scrum team.

Self-organization is hampered by conditions such as geographic distribution, boss/worker dynamics, part-time team members, and interruptions unrelated to Sprint goals. Most teams will benefit from a full-time Scrum Master who works hard to mitigate these kinds of impediments. (14)An example detailed list of full-time Scrum Master responsibilities:

When is Scrum Appropriate?

Scrum, an empirical framework, is appropriate for work with uncertain requirements and/or uncertain technology issues.

Figure 17: Scrum, an empirical framework, is appropriate for work with uncertain requirements and uncertain technology issues. [Extensively modified version of a graph in Strategic Management and Organizational Dynamics, Stacey (1993), referenced in Agile Software Development with Scrum, Schwaber/Beedle (2001)]. Process Dynamics, Modeling, and Control, Ogunnaike, Oxford University Press, (1992).

Scrum is intended for the kinds of work people have found unmanageable using defined processes — uncertain requirements combined with unpredictable technology implementation risks. When deciding whether to apply Scrum, as opposed to plan-driven approaches such as those described by the PMBOK® Guide, consider whether the underlying mechanisms are well-understood or whether the work depends on knowledge creation and collaboration. For example, Scrum was not originally intended for repeatable types of production and services.

Also consider whether there is sufficient commitment to grow self-organizing teams.

185 thoughts on “Scrum Reference Card

    1. MJ Post author

      Send me a private email (mj4scrum at Google’s mailing service dot com) with mailing address and desired quantity and we’ll mail them out to you.

      Please do not post your street addresses here, as everyone in the world will be able to read them.

      1. Tanishia Williams

        Can you please mail 2 glossy of the SCRUM Reference Card to:

        Tanishia Williams
        P.O. Box 22603
        Oakland, CA 94609

        This information is extremely helpful in gaining information and application of concepts to SCRUM Project Management. I am new to the project management field, do you recommend any types of certifications that I should obtain to validate my aptitude and knowledge of project management methodologies?


        1. Stephanie Dalton

          This is great information. We are moving to scrum and this gives me great insight into the process.
          If you have any reference cards still available I would love 5 for my team.

          Stephanie Dalton
          9 Grandview Avenue
          Lawrenceville, NJ 08648

      2. Archie

        Please see me a PDF copy of this! Great read thanks! I have a question – Are time estimates done in actual times like hours etc? I have a colleague who says it goes by complexity only points. I don’t understand how you would get a time from this? The way I understand time estimates, is review each story. Get it a rough time estimate of completion along with a complexity number i.e for very complex features 5, relatively straight forward features 1. Then X them together? Any techniques here would be great!

        Thanks in advance.
        Archie – Project Manager, coming away from PRINCE 2 > Agile :D

      3. Michael Fruci


        We have been developing solutions using a similar concept but i like the more efficient approach and your detailed documentation. I would like 3 copies of your Glossy reference card if possible. Our address is:

        Calabria Technology
        8757 Auburn Folsom Road, #2070
        Granite Bay, CA 95746

        Thank you,
        Michael Fruci

      4. Sabrina Vollrath-Bueno


        Please send me 5 glossy reference cards.

        Sabrina Vollrath-Bueno
        FIU Online
        11200 SW 8th Street
        Mango Building, Room 650
        Miami, FL 33199

        Thank you,

      5. Kasi Subramanian

        Thank you very much for this online lesson. The presentation is very simple and provided a good knowledge of the Scrum. Please send me the glossy version – 3 copies to
        27, Danielle Way, Morganville, NJ 07751

      6. Kristy

        First off, MJ, thank you so much for this guide. I was prompted by an interviewer to ‘go study scrum’ and with this guide, you have enabled me to learn so much information, at my own rate of time, and for free. On top of the guide and your digital reference card, you’re mailing glossy colored copies to people for free! This is just amazingly generous of you and I wanted to point that out. And thank you!

        Adding in response to that, though, I’m noticing a large number of responders who did not follow your one and only instruction, posted at the top of this commentary, and even in bold. It’s doubtful a repeat of this by myself at the bottom will help but here it is anyway.

        MJ Post author
        April 4, 2014 at 11:01 pm

        Send me a private email (mj4scrum at Google’s mailing service dot com) with mailing address and desired quantity and we’ll mail them out to you.

        Please do not post your street addresses here, as everyone in the world will be able to read them.

        I do wonder if, as a moderator type role, if you (or another with moderator type abilities) might have the ability and the willingness to ‘hide’ the more sensitive portions of information so many people have already publicly posted here?

        1. MJ Post author

          Thanks Kristy. I’m in the process of converting this site from WordPress to a static site. Among other things, this should finally shut down the comments.

    2. Cheryl Palmer


      Please send me a glossy copy of the reference card.

      Cheryl Palmer
      1162 Rockhurst Dr., #205
      Highlands Ranch, CO 80129

      Thank you.

  1. Katherine

    I would also like about 15 glossies. I do not see a quoted price yet.
    Also if you can recommend where I can find a basic lesson plan.

    My Address is 7 boone trail. cartersville, VA 23027



      1. Sam

        Hello MJ,

        Could you please send me 5 copies of the printed cards to the address below?

        G&G Outfitters
        4901 Forbes Blvd #100,
        Lanham, MD 20706

        Thank you

  2. Diego Rios


    Great website and overview of SCRUM methodology for product development and team development. We recently launched a start-up and want to start implementing SCRUM. One questions I had was whether you can apply SCRUM towwards the business itself and not necessarily a product. I am interested in organizing our team (4 people) and planning 2-week sprints using this methodology. Any recommendations?

    Diego Rios

    1. MJ Post author

      Diego, yes there are some people doing that. I think any time we get people together to do complex work it’s useful to set short term goals, determine whether we’ve achieved them, then use the retrospective process to inspect and adapt how we work together. I would also recommend the Lean Startup ideas promoted by Eric Ries.

  3. Joel Collymore

    Hi I would like to get 10 glossies please. Do you mail outside of the US? If yes, please mail to

    #209 Kevin Street, Point Pleasant Park Cunupia, Trinidad W.I.

    Thanks you.


  4. Stanislava Craig

    This is a great, very accurate description of the Scrum process and yes, its countless challenges. Please, send me 2 copies of the glossies.
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    Stanislava Craig

  5. Trish Ledwon

    Great job on the Reference Card! Please send 2 copies of the Glossies to:

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    Healthcare IT – attn: Trish
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  6. Kaleo Paderes, CSM

    Definite must have reference cards for our Scrum Development Teams!

    Please send 20 copies of the printed glossy cards to:

    Ardent Management Consulting
    c/o Kaleo Paderes
    Maui Software Development Department
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  7. Scott Brothers

    I would also like to have a golssy (or 2) for my team and company.

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    ATTN: Scott Brothers

    Thank you so much. If there is a fee please let me know.

  8. Justin Pees


    Great site! I had no background in management before reading up on SCRUM. Now I have a very good idea what SCRUM is used for and how it would be beneficial for us. I would like 10 copies of this Reference Card in glossy please.


  9. Michele Ritondo

    Could you please send me 10 copies of the glossy reference cards? My address is:
    Digital Innovation, Inc.
    302 Dove Ct
    Forest Hill, MD 21050

  10. Zhang Shen

    I would love to have 10 glossy copies of the scrum reference card.
    Could you please send them to:
    24283 SE 12th Ct
    Sammamish, WA98075
    Thanks for the great work!

    1. MJ Post author

      Kevin (and everyone else), I’ll see your requests a little faster if you email them to me. My email address is mj4scrum, using Google’s mail service. Also, we need a physical address or PO Box to mail you stuff. Thanks!

  11. Mahmood Khan


    I am extremely impressed on the quality of your courses and especially the SCRUM Reference Card.

    Would you be kind enough to mail or email me the reference card.

    Thanks and Best Regards,

    1320 Prestonwood Cres., Mississauga, ON L5V 2Z2, Canada

  12. Shannon Y.


    What is your email address? I would love to have some glossies of this reference card, as well, but I would prefer to email you my address rather than posting here.



    1. MJ Post author

      Shannon, My email address is mj4scrum at Google’s email service that starts with G and ends with MAIL. I’m afraid to spell it out more exactly here because bots scan these pages and I get so much spam!

  13. Asiful Kabir

    Fantastic Reference Card. It’s good to have them on the walls of the scrum/dev/IT room and refresh our knowledge every now and then. I would highly appreciate if you please send 4 glossy copies SCRUM Reference Card to:

    Asiful Kabir
    13630 NW 8th Street, Suite 205
    Sunrise, Florida 33325

    Thanks so much!

  14. Rafeeko

    I would appreciate if someone can send/mail me some documents and glossy copy for Agile Methodology and process flow as I am working as QA lead in Agile environment.

    Address mail
    3413 W 137th St ,Cleveland,Ohio 44111 USA

  15. Maninder

    Awesome Reference Card. It’s good to have them to refresh our knowledge every now and then. Appreciate if you can please send 2 glossy copies SCRUM Reference Card to:

    Maninder Singh
    30 Redwing Court
    Brampton ON L6Y3Y8

    Thanks so much!

  16. Michael Wilson

    HI, Fantastic for getting an overview of when to use SCRUM, and how to go about implementing it.

    Can you please forward 4 glossies to:
    Michael Wilson
    Suite 1a/53 Burswood Road
    Burswood, WA



  17. Rich Medica

    This sites is heaven Sent. I would love a printed Glossy version of this Reference Card. I lost my Project Management job 3 months back and need to brush up on Scrum for Certification


    Rich Medica
    4316 E Windsong Drive
    Phoenix, AZ 85048

  18. Rob

    Mr. James,

    Any objection to me using some clips (properly cited of course) from your scrum reference card in a lecture I do for a Project Management Master’s Degree Program at Northeastern University? It is just an introductory course and this particular lecture serves to give students the flavor for various project life cycles. Your charts are very well done and I’d like to point students to your work here if they want to dig further.


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    Dear All,

    I am an English teacher and would like some copies of the SCRUM Reference Card to use them in my English Class. I have found it very interesting.

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    My Best Regards,

  20. Danielle Nathan

    Awesome Reference Card! Would you be able to send me 3 copies to the following address:

    Danielle Nathan
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  21. Meher

    Great info…It would be great if you could send 4 glossy cards in english to the below address.
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    Great Reference Card. It’s good to have it to refresh our knowledge. Appreciate if you could please send 2 glossy copies SCRUM Reference Card to:

    901 LONGKEEP LN APT 207
    DANIEL ISLAND, SC, 29492



  23. Jeff Dressing

    Can I please get 5 glossy reference cards? This was excellent!

    Please send them to:
    6050 Dry Ridge Rd.
    Cincinnati, Ohio 45252

    Thank you!!!

  24. Dr, Ugbaja Ugbaja

    Please send me 2 copies of the reference cards to:

    Dr. Monica Ugbaja
    Lockheed Martin Corporation
    2345 Crystal Drive, Suite 300
    Arlington, VA 22202

  25. S. Harclerode

    I would like to have a printed copy of this reference card. Please mail it to:

    S. Harclerode
    25 Catalpa Drive
    North East, MD 21901

    Thank you for your site. It does a great job in explaining the Agile methodology and SCRUM in particular.


  26. Daniel Mocciolo

    I just wanted to say that your website and links have been an invaluable help to my career. Thank you. You are helping to put food on my family’s table and for that I am indebted.
    Can you please mail 2 glossy of the SCRUM Reference Card to:

    Daniel Mocciolo
    273 Strickland Street
    Fairburn, GA 30213

  27. Ron Lachell

    This is absolutely GREAT information. I teach part time at some of the universities around Pittsburgh, including Carnegie Mellon. Could you please e-mail me? I’d like to pay you for 50 copies.

  28. Tracy Green

    Hello, I was wondering if you still have any of the Scrum Reference cards left? I would love to have a few for myself and co-workers. I am in a new position and will be expected to assist the product owner in All things Scrum. I am finding your materials very useful and could use all of the education I can get.
    Thank You,
    Tracy Green
    720 N. Joe Wilson Rd
    Cedar Hill, Tx 75104

  29. premkumar krishnan

    This is a very good source of resource for scrum practices itself. Thank you.
    Can you please mail 10 glossy of the SCRUM Reference Card to:

    Premkumar Krishnan
    A4 Telford Road,
    OX26 4LD

  30. Brad Gan

    Will be starting a new job and know this information will be a huge asset. Please send 10 copies of the printed glossy cards to:

    Brad Gan
    1836 Maple ave
    Northbrook, IL. 60062

  31. Yves Jacobs


    would it be possible to get 3 of these printed on glossy paper cards and sent to my company? We are adopting scrum and trying to get organized and having a nice printed version of this would be very helpful.

    Yves Jacobs
    4110 George Road
    Tampa, FL 33634

    Much appreciated!


  32. Amy Danielson

    Would you please send three Scrum reference cards to:
    Amy Danielson
    Lake Superior Consulting
    309 W. 1st St.
    Duluth, MN 55802

    Scrum is a new process for some of our team and it would be wonderful to have your handy reference.
    Thank you very much!

  33. Carissa

    Can I please get 2 copies of the printed glossy cards sent to:

    G2 Web Services
    Attn: Carissa Prati
    1750 112th Ave NE, Suite C101
    Bellevue, WA 98004

    Thank you!

    1. marianne

      Would it be possible to send three Scrum reference cards to:

      Marianne Quan
      8441 Warner Dr.
      Culver City, CA 90232

      This card was very helpful to me and I would like to share them with my fellow colleague. Thank you so much

  34. Brandi

    This is wonderful, MJ! Will you please send 5 glossy Scrum Reference Cards to:

    C/O ScrumMaster
    Kam Technologies
    3687 Wheeler Rd
    Augusta, GA 30907

    Many Thanks!

  35. Jeff Pratt

    Could I get 10 copies of this in the printed glossy cards? I am training my team on scrum

    Jeff Pratt
    600 12th Ave S
    Nashville, TN 37203

    Thank you

  36. Carter Stein

    Can I please get 5 copies of the printed glossy cards sent to:

    Carter Stein
    State of Oregon, DAS ETS
    1255 Ferry St.
    Salem, OR 97301-5068

    Thank you!


  37. Preeti Sehgal

    Hi! This is a great summary of Scrum. Could you please send me ten glossy copies of the reference card to:

    Preeti Sehgal
    c/o TEKsystems
    1801 McGill College Ave. Suite 1100
    Montreal, Quebec
    H3A 2N4

    Thank you.

  38. Melvin Pérez-Cedano

    Hi Michael,

    I think there’s a typo on Figure 4. I guess you intended to say “Selected Product Items” instead of “Selected Product Increment”.

    Thanks for this valuable resource.

    Melvin (@MelvinPerezCx)

  39. Laura Soranno

    Hello Michael,
    This reference card and your training series are excellent resources. As a coach, I have a stack of reference cards and a sign “take one” hanging outside my work space as an information radiator. This has led to some great introductions and input. Thank you so much for your excellent work!

    For the Scaling section, I wonder if including SAFe concepts may make sense. We are seeing some very good scaling using these methods. Yes, it is still difficult, but becoming a bit more doable and measurable with SAFe.

    Best regards,

    1. MJ Post author

      Laura, yeah, the scaling section of the card is very thin right now. SAFe seems to be better than what most organizations are currently doing, but to me it looks more like an 80% traditional, 20% agile hybrid approach. A client of mine wrote “Well, we sorta tried to do the Leffingwell stuff again recently, but I am for sure ready to throw the book in the river.” My concern is that SAFe’s contradictions with Agile principles will not create as adaptable an organization as possible, and this will be blamed on Agile even though (as Ron Jeffries wrote) “SAFe is not Agile at its core.” A more principled set of ideas is now being called Large Scale Scrum. My question is: will this more radical approach will be palatable to many organizations that fundamentally don’t want to change?

  40. Pavan Shah

    Can you please send me 3 copies of the printed glossy cards at following address:

    6568 157th street west
    Apt 105A
    Apple Valley, MN – 55124

    Thanks a lot.

  41. Carlos

    Hi and thank you for your hard work for creating these guides!
    I would like to request 2 glossy copies please.

    Carlos Parrilla
    236 W. Portal Ave 176
    San Francisco, CA 94127

    Thank you!

  42. Jermaine Ware

    We are actually discussing and most likely incorporating SCRUM and hopefully moving away from our hyrbrid crappyfall fest of joy! This page is exactly what a bunch of fellow associates need since they are not so experienced with SCRUM. If I can get 10 glossy cards which will cover our team that will be much appreciated. Providing a donation/payment is not an issue.


  43. Thobela Maponya

    Hi MJ,

    I am in South Africa and would like to get the 2 glossy copies of the article.

    76 Fairbridge Complex,
    Davidson Street,
    South Africa,


  44. Deann Nolley

    May I please have 5 glossy cards sent to me? This is great information to have, especially when individuals or groups think they know SCRUM and really do not.

    Please mail to:

    108 Runaway Bay Dr.
    Apt 111
    Virginia Beach, VA 23452

    Thank you!

  45. Venkat R

    I believe it is a sin that I have not stumbled upon this ever before. Amazing MJ. Would like to connect with you.
    Please share your linkedin to me.
    Thanks for the PDF, I have downloaded it

  46. Hayley Hinkle

    Could I get 10 copies of this in the printed glossy cards? I received 2 a while ago but have given mine away.

    Hayley Hinkle
    UPMC Enterprises
    Bakery Square, Suite 200
    6425 Penn Avenue
    Pittsburgh, PA 15206

    Thank you

  47. Vijay


    This is one of the most informative and intuitive videos and pages I have gone through. I really respect what you are doing for most of the people. I am a person who has made my Currier only via learning on-line and now I am running a small company. Please let me know if you require any help ever for development of anything or even videos, I shall do it for free.

    Warm regards,


    Is it possible to get a glossy copy of your scrum reference card ?
    31/530 Collins Street
    Melbourne VIC 3170

    Thanks so much

  49. Muluken Damessa

    It is really helpful for understanding about programing and thank you so much for doing this. Please, may I have printed glossier card My address is 5510 N. Himes ave. Apt#1416 Tampa FL. .Thank you keep up you good work !!!

  50. Sal Washah

    Would you please send me 10 glossy copies of the scrum reference card.
    Could you please send them to:

    872 Preakness Ave
    Wayne, NJ 07470

    I appreciate it.
    Thanks for the great work!

  51. Donald Britz

    I am leading my company through a ‘baptism by fire’ transition from Waterfall to Agile. The Scrum Reference Card document is really well put together and will serve as a neat ‘ready reference’ document for those across the organisation who are having conceptual difficulties with the transition

    I will be most grateful if you could send to me 10 glossy copies of the Scrum Reference Card.
    My address is:
    Donald Britz, 3 Quarry Farm, South Tawton, near Okehampton, Devon, EX20 2RH, England.

    In hopeful anticipation
    Thank you

  52. Denise Dunlap

    I took all of the training sessions today. Was great. Just what I needed. Would you mind sending me 13 laminated copies of the cheat sheet?

    Denise Dunlap
    Appteon, Inc.
    501 Church Street, Suite 315
    Vienna, VA 22180

    Thanks so much!

  53. Kory Davis

    I have a small team of 5 developers, it would be awesome to share copies with them, could I get 5 laminated copies, I would very much appreciate them.

    Kory Davis
    19 Downing St
    Toms River, NJ 08755

  54. Jalisa Jackson

    Hi MJ,

    I am new to the world of SCRUM and the information you have provided is very clear and concise. If available may I please have a laminated copy sent to the address below:

    Attn: Jalisa Jackson
    One GEICO Plaza
    Washington DC, 20076-0001

    Thank you : )

  55. Tyler H.

    Hey, this site is great at really simplifying Scrum! I would love to get a few glossy copies. Can you please email me and I can send you my address? Thank you so much!

  56. Melissa Louk

    Thank you for the detailed explanation. If the glossy cards are still available, I would like 5 cards for my team. Please mail to
    Melissa Louk
    1711 Barton Springs Ct
    Allen, TX 75002

    OR could you send electronically?

    Thank you!

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