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This check-list is based on Henrik Kniberg Scrum-checklist:
https://www.crisp.se/gratis-material-och-guider/scrum-checklist
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The format is changed to fit better for remote teams and regular health checks by Merle Randlepp:
https://agilecoach.ee
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Health check
Sprint #1 		Health check
Sprint #3		Health check
Sprint #5		Health check
Sprint #7
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The bottom line
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If you achieve these you can ignore the rest of the checklist. Your process is fine.
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Delivering working, tested software every 2 weeks or less
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Delivering what the business needs most
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Process is continuously improving
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Core Scrum
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These are central to Scrum. Without these you probably shouldn’t call it Scrum.
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Clearly defined product owner (PO)
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 PO is empowered to prioritize
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 PO has knowledge to prioritize
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 PO has direct contact with team
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 PO has direct contact with stakeholders
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 PO speaks with one voice (in case PO is a team)
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Team has a sprint backlog
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 Highly visible
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 Updated daily
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 Owned exclusively by the team
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Daily Scrum happens
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 Whole team participates
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 Problems & impediments are surfaced
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Demo happens after every sprint
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 Shows working, tested software
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 Feedback received from stakeholders & PO
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Have Definition of Done (DoD)
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 DoD achievable within each iteration
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 Team respects DoD
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Retrospective happens after every sprint
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 Results in concrete improvement proposals
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 Some proposals actually get implemented
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 Whole team + PO participates
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PO has a product backlog (PBL)
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 Top items are prioritized by business value
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 Top items are estimated
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 Estimates written by the team
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 Top items in PBL small enough to fit in a sprint
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 PO understands purpose of all backlog items
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Have sprint planning meetings
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 PO participates
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 PO brings up-to-date PBL
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 Whole team participates
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 Results in a sprint plan
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 Whole team believes plan is achievable
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 PO satisfied with priorities
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Timeboxed iterations
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 Iteration length 4 weeks or less
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 Always end on time
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 Team not disrupted or controlled by outsiders
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 Team usually delivers what they committed to
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Team members sit together
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 Max 9 people per team
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Recommended but not always necessary
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Most of these will usually be needed, but not always all of them. Experiment!
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Team has all skills needed to bring backlog items to Done
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Team members not locked into specific roles
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Iterations that are doomed to fail are terminated early
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PO has product vision that is in sync with PBL
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PBL and product vision is highly visible
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Everyone on the team participates in estimating
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PO available when team is estimating
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Estimate relative size (story points) rather than time
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Whole team knows top 1-3 impediments
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 SM has strategy for how to fix top impediment
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 SM focusing on removing impediments
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 Escalated to management when team can’t solve
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Team has a Scrum Master (SM)
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 SM sits with the team
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PBL items are broken into tasks within a sprint
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 Sprint tasks are estimated
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 Estimates for ongoing tasks are updated daily
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Velocity is measured
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 All items in sprint plan have an estimate
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 PO uses velocity for release planning
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 Velocity only includes items that are Done
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Team has a sprint burndown chart
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 Highly visible
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 Updated daily
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Daily Scrum is every day, same time & place
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 PO participates at least a few times per week
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 Max 15 minutes
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 Each team member knows what the others are doing
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Scaling
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These are pretty fundamental to any Scrum scaling effort.
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You have a Chief Product Owner (if many POs)
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Dependent teams do Scrum of Scrums
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Dependent teams integrate within each sprint
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Positive indicators
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Leading indicators of a good Scrum implementation.
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Having fun! High energy level.