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Introduction: PeopleCert Scrum Master II
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1 Agile and Scrum
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Introduction to Agile and Scrum
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- Understand the Agile project management style and the Agile Manifesto
- List and understand the Scrum values
- List and understand the Scrum values
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Use of an Agile Approach
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- Know the Stacey Complexity Model and its use
- Know the Stacey Complexity Model and its use
- Apply the Stacey Complexity Model to determine whether a given project should be considered for traditional or adaptive development approaches
- Determine whether a given activity is considered "doing Agile" or "being Agile"
- Explain the difference between "doing Agile" and "being Agile"
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2. Skills Required by a Scrum Master
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Servant Leadership
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- Describe servant leadership
- Explain the responsibilities of a successful servant leader
- Describe the characteristics and qualities required to be a successful servant leader
- Identify possible violations of Scrum by a product owner or stakeholder who is applying excessive time pressure, as well as explain how to address them
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Facilitator
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- Explain the methods a Scrum Master uses to be a successful facilitator
- Describe the responsibilities of the Scrum Master when facilitating the different events of the Scrum framework to produce a well facilitated event
- Describe each of the five stages of facilitating an event: Preparation, Role Understanding, Timekeeping, the event itself, Wrapping up
- Describe four techniques for facilitating group decision making
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Coaching
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- Describe the three key steps to becoming a successful coach within the Scrum framework
- Describe each of the three coaching responsibilities of the Scrum Master: The Individual, the Team, the Organization
- Explain each of the steps in the Scrum. Master's coaching model, Prepare, Learn, Establish, Accept, Specify, Embed (PLEASE
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Teaching and Training
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- Explain the main goal of teaching and training the Scrum framework
- Describe the key elements of teaching and training the Scrum framework
- Explain the differences between facilitating, teaching, mentoring, and coaching
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Communication
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- List the four key aspects of effective communication
- Describe the Scrum Master's role in team communication
- Explain how to increase the effectiveness of communication
- Explain how to increase the effectiveness of team communication
- Describe the main philosophical differences (unemotional, emotional, linear, freeform) between the four communication styles (analytical, intuitive, functional, personal) and explain the advantages/disadvantages of each
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Listening
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- Describe the three levels of listening and the benefits of reaching the second and third levels
- Describe the three levels of listening and the benefits of reaching the second and third levels
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Impediments
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- Describe how impediments negatively affect a Scrum project: efficiency, effectiveness, business alignment
- List the three impediment categories: blocker, hindrance, and landmine
- Be able to categorize any impediment into one of the three impediment categories
- Describe at least three common organizational impediments outside the scope of a team that can affect the effectiveness of Scrum teams
- Describe possible tactics for removing impediments
- Analyse a list of impediments and provide possible solutions for each one
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Problem Solving and Root Cause Analysis (RCA)
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- List possible root cause analysis techniques
- Describe what happens during a root cause analysis
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Organizational Change and Transition Management
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- Explain the difference between "change" and "transition"
- Describe the benefits of transition management
- Describe the practical observations for leading and managing change
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Additional Skills
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- Describe the additional skills required of a Scrum Master: Manager of the Scrum framework and processes, Agile and Scrum expert, Knowledge of other frameworks and best practices, Continual learner, Direct assistance to the team as appropriate provider
- List the additional management responsibilities of a Scrum Master
- List the characteristics of a successful Scrum Master
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3 Team Dynamics
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Team Development
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- Describe each the five phases of Tuckman's stages of group development
- Explain the role of the Scrum Master in each stage of the five phases
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SelfOrganizing Teams
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- Describe each of the seven principles that guide a self-organizing Scrum team
- Explain the benefits of and need for selforganized teams
- Describe the necessary ingredients of a successful Agile team
- Explain the three common. misunderstandings of self-organized teams
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Co-Located and Virtual Teams
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- Define the term “virtual team”
- Describe the challenges faced by a virtual team
- Describe the attributes of a good colocated team environment
- Provide examples of how the attributes of a good co-located team environment can be extended to virtual teams
- Explain possible solutions to addressing the lack of face-to-face synergy in virtual teams
- Describe the impact of cultural differences in a distributed team
- Describe each of the four small cultural differences that create a lack of cohesion
- Explain each of the measures and indexes used to analyse significant cultural differences that create a lack of cohesion
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4 The Scrum Framework
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Scrum Events
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- List and explain the steps involved in Scrum Events
- Describe the timeframe for each Scrum Event
- List which artifacts should be used
- List the key sprint information radiators: The task board, The sprint burn-down chart, The daily Scrum board, The niko-niko calendar, The Scrum velocity improvement chart, The release bar-style burn-down chart, The release parking-lot chart
- Describe the purpose of each of the key sprint information radiators
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Strategic Alignment: The Business Case
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- Describe how the business case and project charter are developed, including the key elements of a good business case
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Product Backlog Refinement
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- Explain why the product planning level is identified before the release planning level
- Explain how the product level behaves when there is a new project versus an existing project
- List the four different forms that requirements are gathered in
- List the guidelines used when requirements are added, modified, or removed from the product backlog
- List the three conditions under which a requirement can be added to the product backlog
- Explain how including a bug list board can ensure technical debt is managed down
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List the release level triggers
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- List the release level triggers
- Describe the components in the development of the overall release plan and how they are driven by scope and time
- Explain the concept of deployment and release points including the rolling wave approach
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The Sprint
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- Explain why the sprint layer of the planning onion is iterative and formally repetitive
- List development practices that will help Scrum teams deliver a high-quality product increment and reduce technical debt each sprint
- Explain the difference between one-part and two-part sprint planning
- Describe how the sprint planning meeting should be concluded
- List each of the four dimensions used for brainstorming in the sprint retrospective and the three questions asked of each dimension to ensure a thorough sprint retrospective
- List the four questions asked during the daily Scrum and explain how this ensures transparency, inspection, and adaptation
- Describe the purpose of the daily execution event and explain the role of the Scrum Master
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5 Visual Management
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Visual Management
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- Explain the objectives of visual management
- List the key information radiators: The task board, The sprint burn-down chart, The daily Scrum board, The niko-niko calendar, The Scrum velocity improvement chart, The release bar-style burn-down chart, The release parking-lot chart
- Describe the purpose and identify the inputs for each of the key information radiators
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6 Scaling Scrum
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The Purpose of Scaling Scrum
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- Describe the need for and purpose of scaling Scrum
- Describe the goal of scaling Scrum
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Roles in Scaling Scrum
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- Explain the role of a chief product owner and a product line owner and describe the differences between the two roles in Scaling Scrum
- List the main responsibilities of the chief product owner in Scaling Scrum
- Explain the role of a chief Scrum Master
- List the main responsibilities of the chief Scrum Master in Scaling Scrum
- Explain how the dedicated integration development team functions in scaled Scrum
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Scaled Artifacts and Events
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- Describe how to scale the product backlog for multiple Scrum teams
- Identify reasons why multiple teams working on the same product backlog must have a shared and consistent definition of “done
- Describe how to scale the release plan for multiple Scrum teams/multiple products
- Describe the practice and purpose of big room planning to the release kickoff meeting
- Describe the practice and purpose of rolling look-ahead planning
- Describe the practice and purpose of the Scrum of Scrum meetings
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PeopleCert SCRUM Master II Certification Benefits
