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Agile Methodology — Scrum and Kanban

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Understand the Agile Manifesto, Scrum roles and events, Kanban workflow management, and key agile metrics like velocity and cycle time.

Agile Methodology — Scrum and Kanban

The 2026 PMP exam expects understanding of agile and hybrid methodology selection as part of project delivery approach planning. Over 50% of PMP exam questions involve agile or hybrid concepts. Understanding Scrum and Kanban frameworks is essential.

The Agile Manifesto

Four values:

  1. Individuals and interactions over processes and tools
  2. Working software over comprehensive documentation
  3. Customer collaboration over contract negotiation
  4. Responding to change over following a plan

The items on the left are valued MORE, but the items on the right still have value.

Scrum Framework

Roles:

  • Product Owner — owns the backlog, defines priorities, accepts deliverables. Single voice of the customer.
  • Scrum Master — servant leader, facilitates ceremonies, removes impediments, protects the team.
  • Developers — self-organizing, cross-functional; the whole Scrum Team typically has 10 or fewer members. No sub-teams or titles within the Scrum Team. (Scrum Guide 2020)

Artifacts:

  • Product Backlog — prioritized list of all features, owned by Product Owner
  • Sprint Backlog — subset selected for the current sprint, owned by the team
  • Increment — potentially shippable product at sprint end, meets Definition of Done

Events (Ceremonies):

  • Sprint Planning — select backlog items, plan the sprint (max 8 hours for 4-week sprint)
  • Daily Scrum — 15-minute event for Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog. The Developers choose their own structure and techniques; the three prescribed questions were removed in the 2020 Scrum Guide. (Scrum Guide 2020)
  • Sprint Review — demonstrate increment to stakeholders, gather feedback
  • Sprint Retrospective — team reflects on process and identifies improvements
  • Sprint — time-box of 1-4 weeks, consistent length throughout the project

Kanban Method

Core practices:

  • Visualize workflow — board with columns representing stages (To Do, In Progress, Done)
  • Limit WIP — restrict work-in-progress per column to prevent bottlenecks
  • Manage flow — optimize throughput and reduce cycle time
  • Make policies explicit — definition of done, WIP limits, pull criteria
  • Implement feedback loops — regular reviews and retrospectives
  • Improve collaboratively — continuous incremental improvement

Kanban metrics: Lead time, cycle time, throughput, WIP count.

Scrum vs Kanban

AspectScrumKanban
CadenceFixed sprintsContinuous flow
RolesPO, SM, DevelopersNo prescribed roles
PlanningSprint planningOn-demand
ChangesNo change endangering the Sprint Goal; scope may be renegotiated with the POCan change anytime
MetricVelocityLead/cycle time

Key Terms

Product OwnerScrum role owning the product backlog, defining priorities, and accepting deliverables. Single voice of the customer.
Scrum MasterServant leader who facilitates Scrum ceremonies, removes impediments, and protects the team from external disruptions.
SprintFixed-length time-box (1-4 weeks) during which a potentially shippable increment is created.
Product BacklogPrioritized list of all features and requirements, owned and managed by the Product Owner.
WIP LimitKanban constraint restricting work-in-progress per workflow stage. Prevents bottlenecks and encourages finishing over starting.
Definition of DoneTeam-agreed criteria that an increment must meet to be considered complete. Shared quality gate.
Sprint RetrospectiveScrum ceremony where the team reflects on their process and identifies improvements for the next sprint.

Common Traps

  • Thinking the Scrum Master manages the team. The SM is a servant leader who facilitates and removes impediments, not a traditional manager.
  • Confusing Sprint Goal protection with scope freezing. The Sprint Goal is protected; scope may be clarified and renegotiated with the Product Owner as more is learned (Scrum Guide 2020).
  • Confusing Product Owner with project manager. The PO owns the product backlog and priorities, not the project schedule or team management.
  • Thinking Kanban has no structure. Kanban has explicit policies, WIP limits, and continuous improvement cycles.
  • Ignoring the Agile Manifesto values. The exam tests understanding of the four values and twelve principles, not just framework mechanics.

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