Architecture does not happen next to the team's work but within it. Whoever does not know how the team plans its work and makes it visible writes ADRs that nobody implements, because they appear in no sprint and on no board. This lesson introduces the two most common approaches, Scrum and Kanban, and shows where architecture has its place in them. At the end you set up a board with WIP limits for the Kladde and measure for a week how long work takes.
Scrum
Scrum is a framework, not a process with rules for every situation. Its authoritative description is the Scrum Guide by Ken Schwaber and Jeff Sutherland, a short document that you should read at scrumguides.org before you work in a Scrum team. What is written here is a summary in my own words.
Three accountabilities. The Product Owner is accountable for the product delivering the greatest possible value, and orders the Product Backlog for that. The Developers build a usable increment in every sprint. The Scrum Master makes sure that Scrum is understood and lived, and clears obstacles out of the way. Scrum has no role “architect”: architects work along as Developers, or they are stakeholders whom the Product Owner involves.
Five events. The Sprint is a fixed period of at most one month in which everything else takes place. Sprint Planning settles why the sprint is valuable (the Sprint Goal), what can be done and how. The Daily Scrum is a short daily alignment of the Developers on the Sprint Goal. The Sprint Review shows the result to the stakeholders and adjusts the Product Backlog. The Sprint Retrospective asks how the team can work better.
Three artifacts, each with a commitment. The Product Backlog is the ordered list of what the product needs; its commitment is the Product Goal. The Sprint Backlog is the plan for a sprint, with the Sprint Goal as its commitment. The Increment is the usable state at the end, and its commitment is the Definition of Done: what does not meet it is not done and is not shown.
Scrum fits when a team works toward a goal that can be sensibly broken into sprints, and when regular feedback from the stakeholders helps.