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Certified Scrum Master Course

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Examining the CSM learning objectives …

Examining the CSM learning objectives
Printing out the the content outline and course objectives I cut out each learning objective.

Looking for new sequence
Looking for similar phrases I group them together and came up with the clusters: Values, People, Games (Process), Collaboration, Customer Value, Incremental, Timebox, Empiricism, Inspect, Adapt, Transparent, Commitment, Respect, Courage, Focus, Self-organization, Practice/Experience as new focus areas.

Iterating over concepts
I arrange the focus areas to go through the concepts of Roles, Meetings and Artifacts. I can address a concept more than once, from the lens of these focus areas. Before this, I would go through each of the concepts just once.

In converting the objectives to a deck, I turn each objective into a question. For some of them I provide answers, all of which are part of core Scrum concepts. I can go through all the eighty-plus learning objectives, while also enjoying many activities and addressing questions by participants as they arise.

Activities and information outside Scrum not included
What is not in here, are the activities we do in the class, before going over the official answer. Not all answers are provided, either. The deck does not have any answers that deviate from core Scrum sources. We do some fun things like plan and build a city with or create a game about Scrum and do these things using the Scrum Framework.

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  • Agile is an umbrella term for a variety of work management approaches and the thinking behind them. Early on there were a lot of different approaches, with names like Crystal and Evo and DSDM, and most share common concepts and principles, such as cross-functional collaboration, iterative and incremental delivery, pulling quality forward, and continuous improvement. Scrum has become the most prevalent approach, in part because it is very simple (although not easy) and can apply to a wide variety of work. Kanban, which developed from Lean Manufacturing, has been applied more recently to software and is evolving quickly while its adoption is accelerating. XP—or eXtreme Programming—provides important guidance on the technical practices that enable rapid, incremental development. Many organizations combine the Scrum project management framework with XP practices.Specialized flavors of Agile continue to emerge, and many of these add capabilities to particular aspects of the challenges that face software development and other knowledge creation teams. Examples include Test-Driven Development, Behavior-Driven Development, Naked Planning, and set-based engineering.
  • scrum in the small, for one team
  • Drucker quote about time spent managing: 50% yourself, 35% your peers, and 15% upwards
  • Another responsibility of the ScrumMaster is to see that impediments to the team’s progress are removed. These impediments may be external to the team, such as a lack of support from another team, or internal, such as the Product Owner not knowing how to properly prepare the backlog.An important nuance in the definition of the ScrumMaster’s responsibility is in the phrase ‘see that’.  The ScrumMaster may not have the knowledge or skill required to remove a particular impediment, he may need to work with other members of the team or with non-team members to get the impediment removed.  This is as it should be.
  • Rather than delegating development decisions to a project manager
  • Stochastic is an adjective that refers to systems whose behavior is intrinsically non-deterministic, sporadic, and categorically not intermittent (i.e. random).
  • increase detail, higher position and less detail, lower position. changes with needs, new ideas, competition, tech hurdles, opportunities, etc
  • Openness and
  • Hit this for lunch at 12:30Took 10m breakSo, this is 3:20 of material
  • without overruling Team’s estimated effort required to complete those increments and without violating the Sprint commitment.
  • For the team to manage itself
  • Openness and
  • Transcript

    • 1. 2–Day ScrumMaster Course How does a shared understanding lead to customer satisfaction?
    • 2. Values http://www.flickr.com/photos/ensh/6204837462/
    • 3. What are the four values of Agile?
    • 4. • Individuals and Interactions • Working Software • Customer Collaboration • Responding to Change the four values of Agile
    • 5. What are the twelve Agile principles?
    • 6. AGILE
    • 7. People http://www.flickr.com/photos/jamescridland/613445810/sizes/l/in/photostream/
    • 8. Games (Process) throw of the dice by christmasstockimages.com
    • 9. What is the Scrum framework?
    • 10. The Scrum “Snowman” Sprint (1-4 Weeks) Daily Scrum Product Backlog Refinement Sprint Review Product Backlog Sprint Backlog Burndown Chart Potentially Shippable Product Increment Delivery Team Scrum Master Product Owner Roles Meetings Artifacts Sprint Planning Sprint Retrospective
    • 11. People http://www.flickr.com/photos/jamescridland/613445810/sizes/l/in/photostream/
    • 12. What are the Scrum roles?
    • 13. What are the responsibilities and characteristics of the roles?
    • 14. • Implements the Scrum Framework • Teaches and coaches the various roles ScrumMaster
    • 15. • Creates initial backlog • Refines and continuously maintains • Regularly updates with new information Product Owner manages the Product Backlog
    • 16. • 7 people, plus or minus 2 • Co-located • Cross-Functional • Dedicated • Self-Organized Team Characteristics
    • 17. Collaboration http://www.flickr.com/photos/meghannfinn/2611156696/
    • 18. • Interested in the outcome – have funded it – will use it – will be affected by it • Managers are stakeholders • Managing them all – May be key part of job – Scrum does not provide specific guidance Stakeholders
    • 19. • External, or internal to team • Works with the Team, and others as necessary • Work together to remove ScrumMaster sees that impediments are removed
    • 20. • Better understanding of items – support the Team – answer questions about them • Frequent team interactions – offering priorities – frequently reviewing results Product Owner continuously collaborates with the team
    • 21. • Collaboratively • Self-organized The Team reaches meeting goals
    • 22. Customer Value http://www.flickr.com/photos/treehouse1977/5837179689/
    • 23. Why do these three roles form the Scrum team?
    • 24. • Can make a commitment • Has the authority to fulfill it Roles make the whole team
    • 25. What are the benefits of developing in an iterative and incremental fashion?
    • 26. • Focus on value – Maximize outcome – Minimize output • of the Development team • maintain quality • Build visible features – Most important deliverable – Close to perfect – But incomplete Benefits of iterative and incremental development
    • 27. Why is it more important that the Team succeeds than any individual member of the Team?
    • 28. What does the Product Backlog contain?
    • 29. • Elements – Functional – Non-functional – Architectural – Infrastructural – Risks • Elements are vertical slices Product Backlog
    • 30. What is the importance of having a single person playing the Product Owner role?
    • 31. • Responsible for value of work • Assign business value • Eliminate competing priorities Single Product Owner
    • 32. Incremental http://www.flickr.com/photos/dermotohalloran/5503138833/
    • 33. What is the role of done?
    • 34. • Certifies quality • Is ready to ship • Makes progress clear Done
    • 35. What does Definition of Done (DoD) mean?
    • 36. • Definition of Done == Potentially Shippable • If < shippable – then capture explicitly • Can ship != will ship Definition of Done
    • 37. Timebox http://www.flickr.com/photos/pasukaru76/3535379567/
    • 38. What is a timebox (or a time box)?
    • 39. • A period of time within which an event or meeting occurs • Cannot be exceeded – Meetings might end sooner – Sprints last exactly that length Timebox
    • 40. What is the meaning of Sprints being timeboxed?
    • 41. • On a specific date – whether the work has been completed – or not • Are never extended Sprints end
    • 42. What is the typical duration of a Sprint?
    • 43. • Between 1 week and 1 month • Fixed throughout the work • All system or product teams – working on the same thing – use the same length cycle Typical Sprint duration
    • 44. Empiricism
    • 45. What is a defined process?
    • 46. What is an empirical process?
    • 47. • Defined process – Deterministic – Control inputs and outputs • Empirical process – Stochastic – Imperfectly defined – Unpredictable results – Requires inspection and adaptation Defined and Empirical Process
    • 48. How is Scrum based on an empirical process?
    • 49. • Inspect • Adapt • Transparency (open) The three legs of Scrum’s empirical process
    • 50. Inspect http://www.flickr.com/photos/gsfc/6377207021/
    • 51. What should the Sprint Backlog show?
    • 52. • Show what is being worked on, by whom • Sometimes shows effort left to complete Items on the Sprint Backlog
    • 53. What is the Sprint Burndown chart?
    • 54. • Initial work estimated • Current work remaining Sprint Burndown is a comparison
    • 55. Adapt http://www.flickr.com/photos/shvmoz/2310971713/
    • 56. What is the Product Backlog?
    • 57. How is the Product Backlog described and how does the Product Backlog contents change over time?
    • 58. • Fulfill the product vision – User needs – Anything else • Detail tied to position – Increased detail, higher position – Less detail, lower position • Contents change over time The Product Backlog is an Ordered and emerging list
    • 59. When are the Sprint Backlog and Burndown chart updated, by whom and why?
    • 60. • By the Team • See progress • Make adjustments Sprint Backlog and Burndown are updated daily
    • 61. Transparent http://www.flickr.com/photos/lrargerich/3113367809/
    • 62. Why should the Product Backlog be refined, by whom, and how often?
    • 63. • To be ready for the next Sprint • Define a Sprint slice • Confirm acceptance criteria • the whole Team can participate Product Backlog refinement happens periodically and JIT
    • 64. What are the Sprint Backlog’s two main purposes?
    • 65. • Detailed view of the Team’s expected work • Tool for the team to manage itself during the Sprint Purpose of the Sprint Backlog
    • 66. Games (Process) throw of the dice by christmasstockimages.com
    • 67. Who estimates the work, and in what manner?
    • 68. • Made in the simplest, most consistent and most realistic manner possible • Scrum does not require any specific estimation techniques Estimates are the responsibility of the Team
    • 69. • For each meeting, describe – The objective of the meeting and required outcomes. – Who participates in the meeting. – When the meeting occurs. – How long the meeting is allowed to last. – Any necessary inputs for the meeting.
    • 70. What is the Sprint Planning meeting?
    • 71. What is the Daily Scrum meeting?
    • 72. What is the Sprint Review meeting?
    • 73. What is the Sprint Retrospective meeting?
    • 74. Values http://www.flickr.com/photos/ensh/6204837462/
    • 75. What are the five Scrum values?
    • 76. • Commitment • Respect • Courage • Focus • Openness The five Scrum values
    • 77. Commitment http://www.flickr.com/photos/cusegoyle/2240525416/
    • 78. What are the goals of the two parts of the Sprint Planning meeting?
    • 79. • WHAT: Determine how much Product Backlog can be turned into running, tested features during the upcoming Sprint • HOW: Designing and then detailing the Team’s work as a plan in the Sprint Backlog Commitments of Sprint Planning
    • 80. How is the Sprint protected? What does the Sprint protect?
    • 81. How is the Product Vision created?
    • 82. How does the team plan and track progress?
    • 83. Why is the Sprint protected?
    • 84. Who creates and manages the Sprint Backlog?
    • 85. • Handled by the Team Sprint Backlog management
    • 86. Respect http://www.flickr.com/photos/thisparticulargreg/2806458893/
    • 87. What authority is given to the ScrumMaster?
    • 88. What authority is given to the Product Owner?
    • 89. What authority is given to the Team?
    • 90. • Valid during the sprint • Make and meet commitments of the Sprint • Estimating Product and Sprint Backlog items • How to accomplish their work and get to done Team Authority
    • 91. http://www.flickr.com/photos/hectoralejandro/5227462532/in/photostream/
    • 92. How does the ScrumMaster shield the Team and help the organization respect the commitment of the Team during the Sprint?
    • 93. How does the Product Owner determine when product increments will be released?
    • 94. http://www.flickr.com/photos/toolstop/4546017269/
    • 95. How does the Product Owner manage priorities?
    • 96. How is something considered ready for the Sprint?
    • 97. • Small enough to fit • Clear in expectations Sprint ready Product Backlog items
    • 98. How does the Product Owner drive product success? (drive video: purpose (PO- describes why), mastery and autonomy
    • 99. How does the creation of a Product Vision motivate a Team to deliver a high quality product?
    • 100. Self-organization http://www.flickr.com/photos/kaoru_o/7012647251/
    • 101. What is self- organization?
    • 102. • Does not mean “do whatever” • Is constrained by – Containers – Differences – Exchanges Self-organization
    • 103. What are the reasons and implications of self‐organization and whole Team accountability in Scrum?
    • 104. How is the Sprint Burndown chart primarily used?
    • 105. In what ways do highly specialized roles like business analyst and software architect change in Scrum?
    • 106. What are the reasons to not have an appointed Team leader?
    • 107. Practice (Experience)
    • 108. How does the ScrumMaster coach the Product Owner and Team?
    • 109. How is building a highly productive Team guided by the ScrumMaster?
    • 110. What is one technique for managing the Sprint Backlog?
    • 111. How does the ScrumMaster ensure that the Team is aware of Sprint Burndown status and encourage them to update the chart?
    • 112. Incremental http://www.flickr.com/photos/dermotohalloran/5503138833/
    • 113. What is the impact of creating a potentially shippable product increment in every Sprint, and what does that mean for the Team composition and collaboration?
    • 114. How often should the Product Owner have the opportunity to realize value from the investment?
    • 115. • Every Sprint.
    • 116. What does the Team use to turn Product Backlog items into potentially shippable functionality?
    • 117. • The Sprint Backlog
    • 118. How long will the Team develop Product Backlog items?
    • 119. • Until potentially shippable
    • 120. Games (Process) throw of the dice by christmasstockimages.com
    • 121. What is the Release Planning meeting?
    • 122. 1. What is the objective of the meeting, and required outcomes? 2. Who participates in the meeting? 3. When does the meeting occur? 4. How long is the meeting allowed to last? 5. Are there any necessary inputs for the meeting? Release Planning Meeting
    • 123. Inspect http://www.flickr.com/photos/gsfc/6377207021/
    • 124. How should release plans be updated?
    • 125. • Sprint Results • End of Sprint • Estimations Update Release Plans by
    • 126. What is the Release Burndown chart, who manages it, and what do they use to do so?
    • 127. • With empirical data and estimates provided by team Product Owner updates the Release Burndown chart
    • 128. How does the Release Burndown chart indicate either the projected end date of the release or the projected amount of Product Backlog that will be completed?
    • 129. When might the Release Planning meeting be helpful?
    • 130. Product Roadmap Release Sprint Day
    • 131. Product Roadmap Release Sprint Day
    • 132. Adapt http://www.flickr.com/photos/shvmoz/2310971713/
    • 133. When is the Release Burndown chart typically updated and why?
    • 134. Transparent http://www.flickr.com/photos/lrargerich/3113367809/
    • 135. How is the Release Burndown chart used as a tool?
    • 136. Incremental http://www.flickr.com/photos/dermotohalloran/5503138833/
    • 137. What are the consequences of an inadequate DoD for the Team, the product, and the organization? What happens with any “undone” Product Backlog items?
    • 138. What are the consequences of having a product in an “unstable/undefined” state due to accumulated “undone” work?
    • 139. Collaboration http://www.flickr.com/photos/meghannfinn/2611156696/
    • 140. How does the Product Owner facilitate collaboration between all stakeholders?
    • 141. In what meetings does the Product Owner participate?
    • 142. • Required – Planning – Review • Highly recommended – Daily Scrum – Retrospectives Product Owner meeting participation
    • 143. How does the Product Owner achieve the objectives of the Sprint?
    • 144. Customer Value http://www.flickr.com/photos/treehouse1977/5837179689/
    • 145. Why is the Product Owner ultimately responsible for the content and state of the Product Backlog?
    • 146. Games (Process) throw of the dice by christmasstockimages.com
    • 147. What role does the Team play in each meeting?
    • 148. What are activities and techniques the Scrum Team can employ to achieve the objectives of each meeting?
    • 149. Exercise: Situational Scrum
    • 150. Adapt http://www.flickr.com/photos/shvmoz/2310971713/
    • 151. What are the trade‐offs between shorter and longer duration Sprints?
    • 152. How does Scrum use iterative and incremental development?
    • 153. How will the ScrumMaster use the learning points of the Scrum Team?
    • 154. Values http://www.flickr.com/photos/ensh/6204837462/
    • 155. How does Scrum support the application of each of the five values?
    • 156. How does the ScrumMaster model the values and principles of Agile and Scrum?
    • 157. Empiricism
    • 158. In what environments would the application of Scrum lead to excellent results?
    • 159. How do I become a Certified ScrumMaster?
    • 160. Registering as a Certified ScrumMaster • We will register you as a CSM with the Scrum Alliance • We will pay your first year fee for you • The alliance will contact you to complete the process • The process takes up to an hour • See the follow-up email for more information
    • 161. What can you change right now for you and your organization?
    • 162. Thank you!
    • 163. I. General Knowledge 22.3% A. Agile Manifesto 8.7% (3) B. Scrum Foundations 13.6% (5) II. Scrum Roles 52.80% A. Overview of Scrum Roles 12.7% (5) B. ScrumMaster 14.6% (5) C. Product Owner 11.9% (3) D. The Team 13.6% (5) E. Impact on Traditional Roles 3% (1) III. Scrum Artifacts 12.5% (4) A. Product Backlog B. Sprint Backlog C. Burndown Charts (Sprint and Release) IV. Scrum Meetings 12.3% (4) A. Sprint Planning Meeting B. Daily Scrum Meeting C. Sprint Review Meeting D. Sprint Retrospective Meeting E. Release Planning Meeting
    • 164. Aaron Sanders Agile Coach Email: aaron@sanders.name Twitter: @_aaron_sanders
    • 165. Videos: Nordstrom Innovation Lab Failure: the Secret to Success First Follower Drive – Dan Pink Start With Why – Simon Sinek Stop it Story Splitting Twenty Ways to Split Stories - Will Wake Story Splitting Flowchart - Richard Lawrence All the Agile books you’ll ever need: http://www.noop.nl/2010/08/top-100-agile-books.html …and blogs, and other great material http://www.noop.nl/top-lists/ - Jurgen Appelo managing with CFD – David Anderson Agile Retrospectives – Derby and Larsen ORID Agile Project Management – Jim Highsmith Jeff Patton Studying for the exam: http://www.scrumalliance.org/pages/scrum_student_resources