Source: Google Video Presentation by Ken Schroder on Scrum
* Everything in Scrum is time-boxed.
* It's the team which has to get things done by the end of timebox, and that should be potentially shippable.
* Scrum is about managing product development, and XP is about engineering practices for product development.
* Scrum is not a methodology, Scrum is like a simple process framework, analogous to rules of chess (which are simple, but can be used to develop complex strategies).
* Scrum brings in transparency, you know where you are and where you are heading at any given point of time.
* Product manager defines the backlog.
* Team decides the contents of a Sprint along with product manager by picking items from Product backlog.
* Sprint is somewhere between 2 to 4 weeks.
* Team should have minimum or no interupptions during the sprint.
* After the sprint, the backlog is revised and re-prioritized.
* Burndown chart as indicators for velocity gives transparent view on whether we are going to meet the marketing's deadline or not.
* Traditionally, Pressure to increase velocity can result in developers reducing the quality and/or working for long hours, and that will only result in much more slower velocity.
* More than 65% of functionality is rarely used or not used at all. Hence, product manager should select only high value items and leave out the rest from sprint. Hence, instead of trying to increase the velocity, try to re-prioritize the backlog or see if some requirements can be trimmed down.
* Architecture and design are driven through Non-functional requirements. This type of work can be done in first, second and other sprints, but all sprints much deliver business value, and should demonstrate that architecture infrastructure is working.