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The five Scrum Values are Commitment, Focus, Openness, Respect, and Courage. They guide how a Scrum Team works, makes decisions, and treats one another—not just what meetings or artifacts it uses.
The five Scrum Values at a glance
| Value | What it means in practice | Example behavior |
|---|---|---|
| Commitment | Commit to the team’s goals and support one another in reaching them. | Raise an impediment early and help the team protect its Sprint Goal. |
| Focus | Give primary attention to the Sprint work and the goals that matter now. | Finish valuable work to “Done” before starting unrelated tasks. |
| Openness | Be honest about progress, problems, risks, and new information. | Share bad news while there is still time to respond. |
| Respect | Treat teammates as capable, independent people with different expertise and perspectives. | Disagree with an idea without belittling the person who proposed it. |
| Courage | Do the right thing and address difficult problems, even when doing so is uncomfortable. | Challenge an unrealistic plan or change direction when evidence warrants it. |
The Scrum Guide says the team’s decisions and use of Scrum should reinforce these values. When the values are genuinely lived, transparency, inspection, adaptation, and trust can work together. See the official Scrum Guide.
Commitment
Commitment is a promise to pursue the Scrum Team’s goals and support the people doing the work. It is not a guarantee that every forecasted item will be completed regardless of changing information. The team commits to a meaningful objective, then uses inspection and adaptation to respond responsibly.
What commitment looks like
- Agreeing on a clear Sprint Goal and using it to make trade-offs.
- Protecting quality rather than quietly accepting unfinished work.
- Helping a teammate remove an obstacle instead of optimizing only for individual output.
- Taking responsibility for the team result, not assigning blame when a forecast changes.
What undermines it
Individual promises that conflict with the Sprint Goal, hidden work, and treating the commitment as a fixed scope contract all weaken commitment. A team can be highly committed while adapting its plan when it learns something important.
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Focus
Focus directs attention toward the current Sprint and the Product Goal. Scrum.org describes it as concentrating on value, what matters now, and getting work to Done. Focus does not mean ignoring urgent information; it means making deliberate decisions about what deserves the team’s limited capacity.
Practical habits
- Use the Sprint Goal to decide whether newly requested work belongs in the Sprint.
- Limit work in progress so items reach Done sooner.
- Make dependencies and interruptions visible during the Daily Scrum and other planning conversations.
- Prefer a small, usable increment over many partially completed items.
Constant priority switching can make a team look busy while slowing progress toward a usable increment. Focus gives the team a basis for saying “not now” without losing sight of product value.
Openness
Openness means being transparent about the work and its challenges. It includes sharing uncertainty, asking for help, and being receptive to feedback. Honest information is useful only when people can discuss it without being punished for surfacing it.
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How teams practice openness
- Keep the Product Backlog, Sprint Backlog, and increment understandable and current.
- State what is blocked, uncertain, or at risk rather than reporting only favorable progress.
- Invite stakeholders to inspect the increment and explain what changed.
- Ask for assistance early, when options remain available.
Openness is not unrestricted disclosure of confidential information. It is the candor needed for the people responsible for decisions to see reality and respond to it.
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Respect treats every Scrum Team member as a capable, independent person. People bring different technical skills, domain knowledge, experiences, and viewpoints. Respect does not require agreement; it requires engaging disagreements professionally.
Respect in daily work
- Let the people doing the work collaborate on how it will be done.
- Evaluate ideas and evidence instead of attacking a colleague’s competence or motive.
- Recognize that the Product Owner, Developers, and Scrum Master have different accountabilities without ranking one as inherently more valuable.
- Include relevant perspectives, especially from people affected by a decision.
Micromanagement, dismissive language, and withholding information erode respect and make the other values harder to live.
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Courage
Courage is the willingness to do the right thing and work on tough problems. In Scrum, that can mean exploring the unknown, sharing uncomfortable information, changing direction, or disagreeing courteously.
Examples of courageous behavior
- Questioning a feature that does not support the Product Goal.
- Showing a partially successful increment so stakeholders can give useful feedback.
- Stopping or reworking an item that fails the Definition of Done.
- Admitting that an assumption was wrong and proposing a better experiment.
Courage is not recklessness or confrontation for its own sake. It is principled action supported by evidence, respect, and the team’s goals.
Why the values matter in Scrum
The values provide direction for the team’s work, actions, and behavior. They help the empirical process operate:
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- Transparency: Openness and respect make it safer to reveal the actual state of work.
- Inspection: Focus and courage help the team examine results and assumptions rather than defend appearances.
- Adaptation: Commitment to goals—not to an obsolete plan—allows the team to change course.
- Trust: Consistent, respectful behavior makes shared information and decisions more reliable.
Scrum.org warns that a team can perform the mechanics of Scrum while missing its values; this is often called mechanical Scrum. Holding a Daily Scrum or Sprint Review does not compensate for hiding problems, ignoring feedback, or undermining team ownership. Read Promote and live the Scrum Values for practical guidance.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.Using the values with Scrum events and artifacts
Sprint Planning
Use openness to discuss capacity and uncertainty, focus to select a coherent Sprint Goal, commitment to support the goal, respect to let the team plan its work, and courage to challenge an unrealistic forecast.
Daily Scrum
Inspect progress toward the Sprint Goal rather than deliver individual status reports. Raise impediments openly and adapt the plan when the evidence changes.
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Sprint Review
Show the usable increment honestly, invite stakeholder feedback, and have the courage to discuss what should change next. Respect different perspectives while keeping decisions connected to product value.
Sprint Retrospective
Create a respectful setting for examining how the team worked. Openness surfaces the real issues; courage turns them into a small, concrete improvement to try in the next Sprint.
Artifacts and commitments
The Product Goal, Sprint Goal, and Definition of Done make important intentions visible. The values shape how the team uses that information; they do not replace the artifacts or add a separate checklist of mandatory practices.
Where the values came from
The Scrum Values were added to the Scrum Guide in July 2016, according to Scrum.org’s Scrum Values Poster resource. The official download page currently lists the English November 2020 edition as the current English guide; check the download page for any later revision.
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Quick Recap
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