Scrum defines four events (sometimes called ceremonies) that occur inside each Sprint: Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective.
During Sprint Planning, the entire Scrum Team collaborates and discusses the desired high-priority work for the Sprint and defines the Sprint Goal. The Scrum Master’s role is primarily to facilitate the meeting. The Product Owner describes the objective of the Sprint and also answers questions from the Development Team about execution and acceptance criteria / criteria of satisfaction. The development team has the final say in how much of the high-priority work it can accomplish during the Sprint.
Sprint planning involves the entire Scrum Team: the development team, product owner, and Scrum Master.
The Scrum Guide limits sprint planning to a maximum of eight hours.
The general rule of thumb is to allow two hours of sprint planning for every one week of sprint length. That means teams should timebox sprint planning to four hours for a two-week sprint and eight hours for a one-month sprint.
The Development Team meets for 15 minutes (or less) every day of the Sprint to inspect progress toward the Sprint Goal. They describe for each other how their own work is going, ask for help when needed, and consider whether they are still on track to meet the Sprint Goal. This is not a status meeting but is instead an opportunity for the Development Team to inspect and adapt the product and process on a daily basis.
The mandatory participants at the Daily Scrum are the development team and the Scrum Master. The product owner is invited but doesn’t have to attend.
Sprint reviews focus on the product being development, specifically on the potentially shippable product increment created during the sprint. During a sprint review, the Scrum Team invites stakeholders to discuss what was completed during the Sprint. They adapt the Product Backlog as needed based on this feedback. The Product Owner has the option to release any of the completed functionality.
Though a demo might be part of this meeting, the primary purpose of the Sprint Review is the inspect and adapt capability provided by the discussion.
The entire Scrum Team attends the sprint review. Any stakeholders, senior managers, and other affected departments (e.g., marketing, customer support) are invited to attend and give feedback. Scrum teams should invite as many people as the room can hold--diverse feedback is essential for creating excellent products.
The Scrum Guide limits sprint reviews to a maximum of four hours.
The general rule of thumb is to allow one hours for sprint review per every one week of sprint length. That means teams should timebox sprint review to two hours for a two-week sprint and four hours for a one-month sprint.
Sprint retrospectives focus on the process. During a sprint retrospective the Scrum Team discusses what went right and areas for improvement in the Sprint. They make tangible plans for how to improve their own process, tools and relationships.
Sprint reviews focus on the product. Sprint Retrospectives focus on the process.
According to the Scrum Guide, sprint retrospectives are for the Scrum Team, which would include the development team, Scrum Master, and product owner. In practice, product owners are recommended but not mandatory attendees.
The Scrum Guide limits sprint retrospectives to a maximum of three hours.
The general guidance is to allow 45 minutes for each week of sprint length. So a two-week sprint would cap the sprint retrospective at an hour and a half; a four-week sprint at three hours.
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