Certified ScrumMaster (CSM)®

What Scrum IS and isn't. A foundational overview of the Scrum Framework.

Why it's a framework and not a method(ology), and what it's used for.

Identify and bring together the different elements that make up the framework itself.

Just what is a Scrum Master?

What is a Scrum Master for?

What purpose do they serve for the Team and the Organization overall?

• Who are stakeholders, "business owners" and others with different titles or roles?

• How does the Scrum Master help them as part of the organization while serving the Team as well?

• Scrum Teams are meant to be self-managing. That requires emergent leadership.

• Explore and assess how to foster collaborative decision-making and interpersonal accountability so self-management can emerge.

• Start with results in mind and what sort of vision supports that.

• How do we make sense of organizing all the items of work that go into our product.

• Outages, system crashes, "bugs"; not all these things are just "oops, my bad". Understand how lapses in Quality Management keep our product from delivering the value we want.

• How do we mitigate and deter these things?

• Understand what "velocity" may be useful for, and how not to misuse it.

• Understand what "capacity" is and how it factors into a team's forecasts for delivering the product.

• Take another look at how Technical Debt impacts these and how to factor that into our forecasts.

• How can we establish a sound cadence where one Sprint flows smoothly into the one that follows it? What are some patterns for making the best of your Team Retrospectives and Product Reviews more effective so that future Sprints are set up for success?

• We'll wrap up the course with an appreciative review of the ground we've covered and discuss "What's next?"

• Dig into the concept of a Team using Scrum.

• What are the 3 functions (or Accountabilities) present within the Scrum Team.

• How do these functions interrelate to each other.

• Understand how the Scrum Master helps the Team improve themselves and their product.

• "What kind of Scrum Master does the team need me to be?" A Trainer? Facilitator? Coach? Or something else?

• Learn about and assess how a "Team Swarm" approach helps Teams become more resilient and responsive to "What does this item of work need from us?".

• Review different approaches to this concept in other circumstances.

• Recap Day 1 with clear definitions of the elements defined in Scrum.

• Who's involved in what, and why?

• Briefly appreciate all we've accomplished in Day 1.

• Dispel the myth that Product Backlog Items are just a list of "User Stories".

• Who captures, defines, orders, and estimates any work.

• What is the "value" of a backlog item?

• Who is responsible for managing all that stuff?

• Learn how to affirm that our work follows the motto of: "We built the right thing (what was asked for), the right way (with a Standard of Care that shows it)".

• What's Backlog Refinement for? And why isn't it (and shouldn't be) one of the Scrum events.

• Also, what are some simple patterns of refinement to not create "meeting overload" for the team?

• Do your Daily Scrums last 30-40 minutes? There shouldn't be a mystery as to what is the most frequent event your team can leverage to improve themselves and the product, and why the only question that matters is "How do we get closer to the Sprint Goal today?"

• We know many Scrum Master's have to work in environments where multiple stakeholders are involved, and multiple teams are interdependent on each other, so this is a light-weight overview of the challenges Scrum Master's will face with those challenges.