Scrum Processes

A set of nineteen core activities arranged into five phases—Initiate, Plan and Estimate, Implement, Review and Retrospect, and Release—that direct how Scrum projects are planned, executed, inspected, and delivered.

Key Points

  • Scrum Processes comprise 19 activities grouped into five phases: Initiate, Plan and Estimate, Implement, Review and Retrospect, and Release.
  • The flow is iterative and incremental; teams revisit phases every sprint as needed.
  • The phases collectively cover vision and setup, planning and sizing, building increments, reviewing and improving, and releasing value.
  • Typical outputs include a clarified vision and backlog, estimates and plans, a Done increment, feedback and improvements, and a released product.

Example

A mobile app team uses the Scrum Processes: they Initiate by defining the product vision and stakeholders; Plan and Estimate by prioritizing the product backlog and sizing stories; Implement by delivering a Done increment each sprint; hold a Review and Retrospect to gather feedback and improve; and finally Release to deploy the increment to production.

PMP Example Question

Which statement best describes Scrum Processes in an agile project?

  1. A sequential phase-gate lifecycle used to control changes in waterfall projects.
  2. A collection of 19 key activities organized into five phases (Initiate, Plan and Estimate, Implement, Review and Retrospect, and Release) that guide Scrum execution.
  3. A single technique for estimating user stories during backlog refinement.
  4. A mapping of agile practices to PMI knowledge areas for hybrid governance.

Correct Answer: B — Set of 19 phase-grouped activities for Scrum execution

Explanation: Scrum Processes refer to nineteen essential activities grouped under five phases that direct how Scrum projects are initiated, planned and estimated, implemented, reviewed and improved, and released.

AI Systems with Claude, for Scrum Masters and Project Managers

Most AI pilots in project management do not fail on the model. They fail because somebody pointed the thing at a decision instead of at a task. This course is built around that distinction, and around the work that follows once you get it right.

Eight teaching sections, taught against one running project from the first lecture to the last. You watch a system get built, then you build the same one against your own sprint. Nothing here is a demo that works only on the example.

You finish with five working systems and you keep them. The sprint report machine turns your board export and standup notes into the report you currently write by hand. The retro intelligence system tells you what the team keeps saying, not just what it said this time. The stakeholder comms engine drafts the update in the register the audience expects. The backlog health monitor flags the quiet decay nobody has time to check for. The risk and dependency tracker follows the chains that actually bite.

Seventy-six working files ship with it, across four sections, so every system is built against real sprint data rather than material invented for a slide. Four sprints of retrospectives, board exports, standup notes, backlog and risk data.

Explore the Course


Run the drill before the incident runs you

Design, run and prove OT drills and tabletop exercises before an incident tests your team. OT Incident Drills and Exercises includes 24 lessons and practical exercise materials, delivered through HKSM Courses for US$47 one-time. 30-day money-back guarantee when 50% or less of the course has been consumed.

Explore the Course