Agile Atlas 

In November 2016, the content of was migrated to in order to preserve the highly valuable contributions of the Agile Community. 

Read the Agile Atlas commentaries.

Common Practices

Common Practices offer particular practices and approaches that may be helpful in your own practice of Scrum. None of them are required elements of Scrum, but they are all things of which any would-be Scrum practitioner should be aware. Some Common Practices are very broadly applicable. Others may apply only in special circumstances. As someone using Scrum, you should be aware of them, and should carefully consider the pros and cons of using these practices.

Note: "Common" does not mean "Generally Recommended". These are practices that many people recommend, but often many others do not. Often a topic here will be controversial and there may be articles presented for and against the idea. You are invited to reflect and consider all sides as you inspect and adapt your own Scrum process.

Welcome to the broad world of Scrum understanding and practice!


Scrum's planning elements provide for a view of what will be undertaken in the next Sprint, and a longer range view of the backlog items which may be undertaken over time.

  • Problem Solving with A3 Thinking
  • Backlog Refinement Meeting
  • Five Levels of Agile Planning
  • Abnormal Termination of a Sprint
  • Release Planning in Scrum
  • User Stories


Scrum specifies only three roles, Product Owner, ScrumMaster and Development Team Member. Individuals bring different skills and concerns to these roles.

  • Team Charter


Scrum teams build the product in "Sprints", time-boxed intervals typically one to four weeks in duration. The team produces a complete product increment in each Sprint.

  • Abnormal Termination of a Sprint
  • How to Handle Defects in Scrum
  • Specialized Sprints - Controversial and Accepted
  • Special Sprints - an excuse?
  • Out the Door: the Release Sprint
  • Just Get Moving! - the ‘Startup Sprint’

Scrum Values

All work performed in Scrum needs a set of values as the foundation for the team's processes and interactions. And by embracing these five values, the team makes them even more instrumental to its health and success.  


Because we focus on only a few things at a time, we work well together and produce excellent work. We deliver valuable items sooner.  


Because we work as a team, we feel supported and have more resources at our disposal. This gives us the courage to undertake greater challenges.  


As we work together, we express how we're doing, what's in our way, and our concerns so they can be addressed.  


Because we have great control over our own destiny, we are more committed to success.  


As we work together, sharing successes and failures, we come to respect each other and to help each other become worthy of respect.  

As an organization applies Scrum it discovers its benefits. At the same time, it sees how these values inherently contribute to the success of Scrum and understands why they are both needed, and bolstered, by Scrum.  

See also the Commentaries and Common Practices sections, including articles by Scrum experts and practitioners, describing Scrum as they see it. Although the elements of Scrum are simple, Scrum is a subtle framework. These articles will provide deeper insight into Scrum as seen by the various authors. They will help you absorb what Scrum is about and give you ideas about how to understand, and more importantly how to do, Scrum.

Read the Agile Atlas commentaries.