{"id":10898,"date":"2026-03-06T02:15:30","date_gmt":"2026-03-05T18:15:30","guid":{"rendered":"https:\/\/www.archimetric.com\/fr\/what-are-scrum-ceremonies\/"},"modified":"2026-03-06T02:15:30","modified_gmt":"2026-03-05T18:15:30","slug":"what-are-scrum-ceremonies","status":"publish","type":"post","link":"https:\/\/www.archimetric.com\/fr\/what-are-scrum-ceremonies\/","title":{"rendered":"Qu’est-ce que les c\u00e9r\u00e9monies Scrum ?"},"content":{"rendered":"
\n

Scrum<\/a> pr\u00e9sente des cycles de mise en production courts avec des intervalles fixes, appel\u00e9sSprints<\/a>, afin de r\u00e9pondre aux besoins de d\u00e9veloppement en constante \u00e9volution. Le processus Scrum se distingue des autresAgile<\/a> cadres gr\u00e2ce \u00e0 des concepts et des pratiques sp\u00e9cifiques, divis\u00e9s en trois cat\u00e9gories :R\u00f4les<\/strong><\/a>, C\u00e9r\u00e9monies<\/strong> (\u00e9galement appel\u00e9es \u00c9v\u00e9nements ou R\u00e9unions), etArtifacts<\/strong><\/a>, comme indiqu\u00e9 dans le sch\u00e9ma ci-dessous :<\/p>\n<\/div>\n

\"Scrum<\/div>\n
\n

Scrum \u2013 R\u00f4les, Artifacts, C\u00e9r\u00e9monies<\/p>\n<\/div>\n

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C\u00e9r\u00e9monies dans le cycle Scrum<\/h2>\n

Chaque projet Scrum peut comporter plusieurs cycles de mise en production, et chaque mise en production peut inclure plusieurs Sprints. Une s\u00e9rie de r\u00e9unions r\u00e9currentesr\u00e9unions<\/strong> ont lieu avant, pendant et apr\u00e8s le cycle Sprint.<\/p>\n<\/div>\n

\n

Scrum d\u00e9finit trois r\u00f4les : l’\u00e9quipe,Scrum Master<\/a>, etProduct Owner<\/a>; quatre c\u00e9r\u00e9monies :Planification du Sprint<\/a>, Scrum quotidien<\/a>, Revue du Sprint<\/a>, etR\u00e9trospective du Sprint<\/a>; et trois artefacts : l’Increment produit, Product Backlog<\/a>, et Sprint Backlog<\/a>, comme illustr\u00e9 ci-dessous :<\/p>\n<\/div>\n

\"Agile<\/div>\n
\n

Cadre Agile Scrum<\/p>\n<\/div>\n

\n

Les r\u00e9unions ou \u00ab c\u00e9r\u00e9monies \u00bb sont des composantes essentielles du d\u00e9veloppement Agile. Elles aident \u00e0 partager l’information en temps opportun, \u00e0 s’aligner sur un objectif et une vision communs, et \u00e0 tenir tous les membres de l’\u00e9quipe inform\u00e9s des progr\u00e8s. L’\u00e9quipe compl\u00e8te \u00e9quipe Scrum<\/a> participe \u00e0 toutes les c\u00e9r\u00e9monies sauf la r\u00e9trospective, tandis que le Product Owner peut ou non assister. Scrum exige que ces c\u00e9r\u00e9monies forment la structure de chaque Sprint :<\/p>\n<\/div>\n

\n

R\u00e9vision du Product Backlog<\/h3>\n

R\u00e9vision du Product Backlog<\/a> est le processus d’ajout de d\u00e9tails, d’estimations et d’ordre aux \u00e9l\u00e9ments du Product Backlog<\/a>. Il s’agit d’une activit\u00e9 continue o\u00f9 le Product Owner et l’\u00e9quipe de d\u00e9veloppement collaborent pour d\u00e9finir et clarifier les \u00e9l\u00e9ments du backlog. Au cours de la r\u00e9vision, les \u00e9l\u00e9ments sont examin\u00e9s et ajust\u00e9s.<\/p>\n

Comme mentionn\u00e9 ci-dessus, la r\u00e9vision du Product Backlog est une activit\u00e9 continue, non limit\u00e9e aux \u00e9v\u00e9nements \u00e0 temps d\u00e9fini (ou r\u00e9unions)<\/em><\/strong>. Toutefois, rien n’emp\u00eache l’\u00e9quipe de d\u00e9finir un temps pour chaque session de r\u00e9vision. En g\u00e9n\u00e9ral, l’utilisation du timeboxing est une bonne pratique.<\/p>\n<\/div>\n

\n

R\u00e9union de planification du Sprint<\/h3>\n

L’objectif de la planification du Sprint est de r\u00e9pondre \u00e0 la question \u00ab Qu’allons-nous faire, et comment allons-nous le faire ? \u00bb Cette r\u00e9union est essentielle pour que l’\u00e9quipe s’aligne sur un objectif et un engagement communs avant le d\u00e9but du Sprint. L’\u00e9quipe planifie la liste des \u00e9l\u00e9ments \u00e0 traiter pendant le Sprint sp\u00e9cifique. Ensuite, elle les d\u00e9compose en t\u00e2ches, g\u00e9n\u00e9ralement d’une dur\u00e9e maximale de deux jours de travail.<\/p>\n<\/div>\n

\n

R\u00e9union quotidienne Scrum<\/h3>\n

D\u00e8s le d\u00e9but du Sprint, nous tenons ce qu’on appelle couramment le Daily Scrum<\/strong>. La r\u00e9union quotidienne Scrum est anim\u00e9e par le Scrum Master et dure g\u00e9n\u00e9ralement 15 minutes. Il s’agit d’une r\u00e9union debout pour synchroniser le travail des membres de l’\u00e9quipe : ce qui a \u00e9t\u00e9 termin\u00e9 hier, ce qui sera fait aujourd’hui, et les blocages \u00e9ventuels. Elle garantit que chacun est align\u00e9 sur ce que chaque personne fait pendant le Sprint.<\/p>\n

Remarque<\/strong><\/p>\n

\u00c0 la fin du Sprint, l’objectif est de disposer d’un Increment produit potentiellement livrable (PSPI). Nous visons \u00e0 livrer de la valeur \u00e0 chaque Sprint.<\/p>\n<\/div>\n

\n

R\u00e9union de revue du Sprint<\/h3>\n

Tenue \u00e0 la fin de chaque Sprint, cette r\u00e9union d\u00e9montre les nouvelles fonctionnalit\u00e9s ajout\u00e9es. L’objectif est de recueillir des retours du Product Owner et d’autres parties prenantes afin de s’assurer que l’Increment livr\u00e9 r\u00e9pond aux besoins commerciaux. Les retours sont utilis\u00e9s pour mettre \u00e0 jour le Product Backlog, qui devient ensuite l’entr\u00e9e pour les Sprints futurs o\u00f9 l’\u00e9quipe peut r\u00e9organiser et extraire des \u00e9l\u00e9ments.<\/p>\n<\/div>\n

\n

R\u00e9union de r\u00e9trospective du Sprint<\/h3>\n

La r\u00e9trospective dure g\u00e9n\u00e9ralement 90 minutes et aide \u00e0 int\u00e9grer l’am\u00e9lioration continue dans la culture de l’\u00e9quipe et le rythme du Sprint. C’est un moment o\u00f9 l’\u00e9quipe Scrum r\u00e9fl\u00e9chit sur le Sprint pr\u00e9c\u00e9dent, en se posant les questions suivantes : Qu’est-ce qui s’est bien pass\u00e9 ? Qu’est-ce qui ne s’est pas bien pass\u00e9 ? Qu’est-ce qui peut \u00eatre am\u00e9lior\u00e9 ? Cela permet \u00e0 l’\u00e9quipe de se concentrer sur ses performances globales et d’identifier des strat\u00e9gies pour une am\u00e9lioration continue.<\/p>\n<\/div>\n

\n

R\u00e9sum\u00e9<\/h2>\n

Les c\u00e9r\u00e9monies Scrum int\u00e9gr\u00e9es dans le processus cr\u00e9ent un rythme qui aide les \u00e9quipes \u00e0 maximiser leur productivit\u00e9, favoriser la collaboration, assurer la transparence et, surtout, inspecter et adapter leur mani\u00e8re de travailler \u2014 ce qui permet l’apprentissage et l’am\u00e9lioration continus.<\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

A Scrum product backlog is simply a list of things to do for the project. The Product Owner creates, maintains, and regularly re-order a list of feature to be implemented for a product for adapting to emerging requirements, customer feedback, and market changes. 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