Scrum defines a set of events, also known as ceremonies or meetings, that provide opportunities for collaboration, inspection, and adaptation throughout the development process. These events are time-boxed, meaning they have a fixed duration. The key Scrum events are:

Sprint Planning:

• Purpose: To plan the work to be performed during the upcoming sprint.
• Participants: Product Owner, Scrum Master, Development Team.
• Duration: Time-boxed to a maximum of 8 hours for a one-month sprint.
• Activities: The team selects items from the product backlog and creates a sprint backlog. The Product Owner discusses the goals and priorities for the sprint.

Daily Scrum (Daily Stand-up):

• Purpose: To synchronize the activities of the Development Team and plan for the next 24 hours.
• Participants: Scrum Master, Development Team.
• Duration: Time-boxed to a maximum of 15 minutes.
• Activities: Each team member answers three questions: What did I do yesterday? What will I do today? Are there any impediments or blockers?

Sprint Review:

• Purpose: To inspect the increment and adapt the product backlog if needed.
• Participants: Product Owner, Scrum Master, Development Team, stakeholders.
• Duration: Time-boxed to a maximum of 4 hours for a one-month sprint.
• Activities: The team presents the completed work, and stakeholders provide feedback. The Product Owner discusses the product backlog and potential adjustments based on feedback.

Sprint Retrospective:

• Purpose: To inspect the last sprint and plan for improvements in the next one.
• Participants: Scrum Master, Development Team.
• Duration: Time-boxed to a maximum of 3 hours for a one-month sprint.
• Activities: The team reflects on the previous sprint, identifies what went well and what could be improved, and plans for changes in the next sprint.

Sprint (Time-boxed Iteration):

• Purpose: To develop and deliver a potentially shippable product increment.
• Duration: Time-boxed, typically to 2-4 weeks.
• Activities: Development Team works on the items in the sprint backlog, following Scrum principles and practices.

These events are designed to create a framework that allows for regular inspection and adaptation. They enable the Scrum Team to respond to changes in requirements, feedback, and the external environment. The time-boxed nature of the events helps in maintaining a cadence and ensuring that the team stays focused on delivering value.

Both MVP (Minimum Viable Product) and MMP (Minimum Marketable Product) are concepts related to product development, but they have distinct meanings and serve different purposes in the product lifecycle.

Minimum Viable Product (MVP):

1. Purpose: The primary goal of an MVP is to quickly deliver a version of the product with the minimum set of features required to satisfy early adopters and gather valuable feedback.
2. Features: An MVP includes only the essential features necessary to address a specific problem or deliver a basic solution to users. It is the bare minimum required to make the product functional.
3. Development Focus: The focus of MVP development is on rapid iteration, learning from user feedback, and validating assumptions about the product.
4. Risk Mitigation: MVPs are used to mitigate the risk of investing significant resources in a product that might not meet user needs or expectations. It allows for testing hypotheses and making informed decisions for future development.

Minimum Marketable Product (MMP):

1. Purpose: An MMP is a more advanced version of the product compared to an MVP. It includes additional features beyond the minimum required for viability and is designed to attract a larger audience.
2. Features: An MMP includes features that go beyond the bare minimum and add value to a broader set of users. It aims to satisfy a larger segment of the market and is closer to the envisioned full-scale product.
3. Development Focus: The focus of MMP development is on expanding the product's capabilities to make it more attractive to a larger user base. It builds on the foundation established by the MVP.
4. Market Entry: An MMP is positioned for entry into the broader market, capturing a larger audience and gaining market share. It is a step toward the fully-featured product.

In summary, the main difference between MVP and MMP lies in their goals and the stage of product development they represent. An MVP is about quickly delivering the minimum features needed for initial viability and learning, while an MMP is a more advanced version that aims to capture a larger market share by offering additional features and capabilities. The transition from an MVP to an MMP reflects the evolution of a product as it matures and expands its reach in the market.

The Scrum of Scrums (SoS) is a scaled agile technique used to coordinate the work of multiple Scrum teams working on the same project or within the same organization. It is particularly useful in large-scale agile development environments where a single Scrum team may not be sufficient to deliver a complex product or system.

In the Scrum framework, a Scrum of Scrums is typically conducted as a meeting or a regular event where representatives from each Scrum team gather to discuss progress, dependencies, and any impediments that may affect the overall project or program. Here are the key aspects of the Scrum of Scrums:

1. Composition of SoS: The Scrum of Scrums meeting involves representatives from each Scrum team, often the Scrum Masters or Product Owners, though sometimes key team members may also attend. The exact composition may vary depending on the needs of the organization and the complexity of the project.

2. Frequency: The SoS meeting is typically held regularly, often daily or every few days, depending on the cadence of the project and the level of coordination required. The frequency should be determined based on the need for synchronization and communication among the teams.

3. Focus of Discussion: During the SoS meeting, teams discuss progress made since the last meeting, any dependencies or impediments encountered, and plans for the upcoming period. The focus is on coordination, alignment of goals, and resolving cross-team issues that may arise.

4. Identification of Dependencies: One of the primary purposes of the Scrum of Scrums is to identify and address dependencies between teams. Teams share information about inter-team dependencies, such as shared resources, interfaces, or deliverables, and work together to resolve any conflicts or bottlenecks.

5. Resolution of Impediments: The SoS meeting provides a forum for teams to raise and discuss any impediments that may be hindering progress. By bringing these issues to light, teams can collaborate to find solutions and remove obstacles to progress.

6. Decision Making: The Scrum of Scrums meeting may also be used for decision-making purposes, particularly for issues that affect multiple teams or require input from multiple stakeholders. Teams collaborate to make decisions that are in the best interest of the overall project or program.

Overall, the Scrum of Scrums is a valuable technique for coordinating the work of multiple Scrum teams, facilitating communication and collaboration, and ensuring alignment towards common goals. It helps to address the challenges of scaling agile development and enables organizations to deliver complex products more effectively.

The three pillars of Scrum are transparency, inspection, and adaptation. These pillars are fundamental principles that guide the Scrum framework and its practices. Here's a brief overview of each:

1. Transparency: In Scrum, transparency refers to the openness and clarity of all aspects of the process. This includes the work being done, the status of that work, any challenges or impediments faced, and the overall progress towards the project's goals. Transparency enables everyone involved to have a common understanding of the work being performed and the current state of the project, fostering trust and collaboration among team members.

2. Inspection: Inspection involves regularly evaluating the progress and the product being developed. This inspection is typically done through various Scrum events, such as the Sprint Review and the Daily Scrum. By inspecting the work at regular intervals, the team can identify any deviations from the desired outcome or any issues that may be hindering progress. Inspection provides opportunities for feedback and enables the team to make informed decisions about how to proceed.

3. Adaptation: Adaptation is the ability to make changes based on the insights gained from inspection. When issues or changes are identified during inspection, the team collaborates to determine the most appropriate course of action. This could involve adjusting the backlog, revising priorities, altering the way work is being done, or making other adaptations to improve productivity and effectiveness. Adaptation is essential for responding to changing requirements, managing risks, and continuously improving the team's processes and outcomes.

Together, these three pillars form the foundation of the empirical process control approach that underpins Scrum, emphasizing transparency, continuous inspection, and adaptation to enable teams to deliver high-quality products effectively.