The Scrum Values
English Version (2021)

Dear reader
Scrum is based on a set of fundamental values. These values arethe bedrock on which Scrum’s practices rest.
The Scrum Values were rst described by Ken Schwaber and Mike Beedle in their book
“Agile Software Development with Scrum” (Prentice Hall, 2002 - chapter 9, p. 147). They
describe the Scrum Values as ‘qualities’ that they found that people using Scrum display:
Commitment, Focus, Openness, Respect, and Courage.
Towards the end of 2012, an attendant of one of my Professional Scrum classes (a candidatetrainer actually) asked me about the relevance of the Scrum Values. I realized that they had
indeed over time faded, although I did personally consider them important. I checked in withKen Schwaber and he agreed: still the bedrock despite having disappeared from the radar.
It was clear that there was value in the Scrum Values and in describing them. So, that is what
I did on my website. I then also added that description to my book “Scrum - A Pocket Guide”(Van Haren Publishing, 2013). In 2016 they were added to the Scrum Guide. In 2018-2019members from the global Scrum communities translated my description in 20+ languages.
Since 2012 I have only slightly evolved the words to describe the Scrum Values, like whencreating the second and third edition of my pocket guide to Scrum (2019 and 2021). I am
honoured and humbled for the continued appreciation of my description.
I gladly share them in this document that can be downloaded from thescrumvalues.org, thewebsite that I dedicated to the Scrum Values.

Keep learning,Keep improving,Keep…Scrumming.

fiGunther Verheyen
independent Scrum CaretakerEnglish / English - The Scrum Values
With Scrum a framework is created for people and organizations to develop a working
process that is speci c and appropriate to their time and context. Scrum sets reminders toregularly go through the process of inspection and adaptation. Scrum implements such
empirical process control, aka empiricism, because it is the best tted approach to addressunpredictable, complex challenges. Within the boundaries of Scrum, people self-organize.
They form organized groups around their problems and challenges without external work
plans or instructions being imposed on them. Empiricism and self-organization form Scrum’sDNA. All rules and principles of Scrum are rooted in it.
There is however more to Scrum than rulesand principles. Scrum is more about
behavior than it is about process. The
framework of Scrum is based upon ve corevalues. Although these values were notinvented as a part of Scrum, and are notexclusive to Scrum, they do give direction to
the work, behavior and actions inScrum (when understood appropriately
against the background of people,complexity and empiricism). In a Scrum
context, our decisions, the steps we take, theway we play the game, the practices weinclude and the activities we undertake
within Scrum should all re-enforce these values, not diminish or undermine them.
Scrum is based upon these values as well as being expressed through them:
Values drive behavior. The Scrum Values imply distinct types of behavior and guide us inunderstanding and enacting the rules of Scrum better and getting more value from them in
performing complex work in complex circumstances.
Behavior re ects values. One can expect that as an adoption of Scrum progresses, assophistication and uidity increase, as Scrum is understood better and enacted more, theScrum Values take precedence in people’s interactions and collaborative work. They are thebarometer and a health indicator of your Scrum.
Scrum is a framework of rules, principles and…values.

Commitment
The general de nition of ‘commitment’ is “the state or quality of being dedicated to a cause, activity,etc.”. It can be illustrated by a team’s trainer stating “I could not fault my players for (their)commitment” (although they might have just lost a game).
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This describes exactly how commitment is intended in Scrum. Commitment is about
dedication and applies to the actions and the intensity of the effort. It is not about the nal
result, as this in itself is often uncertain and unpredictable for complex challenges in complex
circumstances.
Yet, there is a widely spread misinterpretation of the word commitment. In a context ofScrum this originates mainly from the past expectation expressed in the Scrum frameworkthat teams should ‘commit’ to a Sprint. Through the lens of the traditional, industrial
paradigm this was wrongly translated into an expectation that all scope selected at the Sprint
Planning would be completed by the end of the Sprint, no matter what. ‘Commitment’ waswrongly converted into a hard-coded contract.
In the complex, creative and highly unpredictable worlds that Scrum helps us to navigate, apromise to deliver exact, or precisely predicted, output or scope against time and budget issimply not possible. Too many of the variables that in uence the work are unknown or
behave in unpredictable ways.
To better re ect the original intent and connect more effectively to empiricism, ‘commitment’in the context of scope for a Sprint was replaced with ‘forecast’. To better re ect the true
intent, I prefer saying that people ‘are committed to’ rather than ‘people commit to’. It helps
staying away from seeing it as a hard-coded promise of a predicted result.
Regardless, commitment is an important Scrum value driving behavior of the players:
The players are committed to the team and to team collaboration. They commit to quality.
Commit to learn. Commit to do the best they can, every day again, from the commitment towork at a sustainable pace. They are committed to the Sprint Goal. They commit to act asprofessionals. Commit to self-organize. Commit to excellence. Commit to the Agile values
and principles. Commit to create working versions of product that comply with the de nitionof Done. Commit to look for improvements. Commit to the Scrum framework. Commit todeliver value. Commit to nish work. Commit to inspect and adapt. Commit to transparency.
Commit to challenge the status-quo..

Focus
The balanced but distinct accountabilities of Scrum enable all players to focus on theirexpertise, interests and talents. The focus on overarching ambitions and goals invites themto combine, extend and improve their expertise, skills and talents.
The time-boxing of Scrum encourages the players to focus on what’s most important now
without being bothered by considerations of what might stand a chance of becoming
important at some point in the future. They focus on what they know now. YAGNI (‘You Ain’tGonna Need It’) helps in retaining that focus. The players focus on what’s imminent as thefuture is highly uncertain and they want to learn from the present in order to gain experiencefor future work. They focus on the work needed to get things done. They focus on the simplest
thing that might possibly work.

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Openness
The empiricism of Scrum requires transparency, openness and honesty. The player-inspectors
check on the current situation in order to make sensible adaptations. The players are open
about their work, progress, learnings and problems. They are open for the people aspect ofwork, for working with people; acknowledging people to be…people, and not ‘resources’,robots, cogs or replaceable pieces of machinery.
The players are open to collaborate across disciplines, skills and job descriptions. They areopen to collaborate with stakeholders and the wider environment. Open in sharing feedbackand learning from one another.
They are open for change as the organization and the world in which they operate change;
unpredictably, unexpectedly and constantly.

Respect
The broader Scrum ecosystem thrives on respect for people; respect for people’s experience,personality and personal background. The players respect diversity. They respect each other’s
skills, expertise and insights. They respect different opinions as the fertile ground toconstructively disagree.
The players respect the wider environment by not behaving as an isolated entity in the world.
They respect the fact that customers change their mind. They show respect for the sponsors
by not building or not keeping functions that are never used and that increase the total cost of
the product. They show respect by not wasting money on things that are not valuable, notappreciated or might never be implemented or used anyhow. They show respect for users byxing their problems.
All players respect the Scrum framework. They respect the accountabilities of Scrum.

Courage
The players show courage by not building stuff that nobody wants. Courage in admitting that
requirements will never be perfect and that no plan can capture reality and complexity.
They show the courage to consider change as a source of inspiration and innovation.
Courage to not deliver undone versions of product. Courage in sharing all possible
information that might help the team and the organization. Courage in admitting thatnobody is perfect. Courage to change direction. Courage to share risks and bene ts. Courage
to let go of the feint certainties of the past.

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The Sprint Goal gives focus to a period of 4 weeks, or less. Within that period, the Daily
Scrum helps people collaboratively focus on the immediate daily work needed to make thebest possible progress towards the Sprint Goal. Product Goals provide focus across Sprints
and help nding and keeping direction.

The players show courage in promoting Scrum, self-organization and empiricism to deal withcomplexity.
They show courage to take a decision, act and make progress, not grind. And even morecourage to change that decision.
They show the courage to support and enact the Scrum Values.

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