Certified-ScrumMaster-600x594

CSM Certified Scrum Master

Duration: 2 days Date: December 9-10th Location: ___ Categories: , Tag: N/A

$1,395.00

Product Description

In this ScrumMaster training course you will learn, understand and execute on the three overarching principles behind Scrum: iterative development, self-management, and visibility.

Beginning with the history of agile development and moving through the disciplines promoted by Scrum, this ScrumMaster training course will give you a comprehensive understanding of the Scrum methodology while specifically reviewing the behaviors expected of a ScrumMaster. This 2–day Certified ScrumMaster training course is suitable for those practicing or looking to practice the art of the ScrumMaster, but is highly valuable for anyone involved in Scrum (Managers, Team Members, Product Managers, etc.).

Even projects that have solid, well–defined project plans encounter some degree of change and waste. Shifting market conditions, budget cuts, staff restructuring, or any number of influences will disrupt the best plan while contributing to customer dissatisfaction and staff discouragement. Moreover, projects that begin with changing or unclear requirements make it difficult to even establish project expectations. Scrum is the agile development process that allows teams to deliver usable software periodically throughout the life of the project, evolving with new requirements as the project proceeds.

The Scrum Alliance®
The Scrum Alliance® is a nonprofit organization committed to delivering articles, resources, courses, and events that will help Scrum users be successful. The Scrum Alliance’s mission is to promote increased awareness and understanding of Scrum, provide resources to individuals and organizations using Scrum, and support the iterative improvement of the software development profession.

The Scrum Alliance® has recently transformed the Certified ScrumMaster (CSM) certification into a more rigorous certificate program with updated content, increased difficulty and a pass/fail outcome. Previously all candidates were initially granted Scrum certification regardless of score, but this is no longer the case. To help ensure candidates’ success, the Certified ScrumMaster Workshop provides participants with all the information required to take the new evaluation and become Scrum certified. You will gain a comprehensive understanding of the Scrum methodology while specifically reviewing the behaviors expected of a ScrumMaster through class interaction, case studies, group exercises and workshops. The evaluation is completed online at the end of training, and consists of 35 questions.

Objectives

    • The details on Scrum roles: Team Member, Product Owner, Scrum Master
    • How to gain an understanding of the foundational/critical concepts of Scrum with our Certified Scrum Trainer® instructional program
    • How to apply empirical thinking to your project work
    • How a team’s productivity can be adjusted to account for its composition
    • How to appreciate the importance of organizational agreement on software readiness
    • Why the Scrum Master role can be the most satisfying as well as the most difficult job on a project
    • How conflict resolution plays a critical role in Scrum
    • How to work on a real-world Scrum project live in the classroom
    • How to practice and utilize the Scrum Framework
    • How to know when software is “Done” under Scrum

Audience:

This ScrumMaster certification program was developed for any professional who is currently involved in or will become involved in the running of Scrum projects.

Current Scrum Team Members not certified, including:

  • Business customer, user or partner
  • Product Owners
  • Team Members
  • Acting ScrumMasters who currently are not scrum certified

Positions within organizations that are interested in moving to Scrum, including:

  • Project Manager
  • Project lead
  • Project sponsors
  • IT Manager/Directors
  • Business Analyst
  • Developers/Programmers

Topics

Short, five-minute exercises and case studies will be scattered throughout the two-day session. Longer exercises are detailed below. Time spent on each topic will vary depending on the composition of the class and the interest in particular areas.

  1. Agile Thinking

In order for us to understand the benefits of Scrum and the nuances behind its framework, we begin with the history of agile methods and how relatively new thoughts in software development have brought us to Scrum.

  1. How manufacturing has influenced software development
  2. The origins of agile thinking
  3. The Agile Manifesto
  4. The complexity of projects
  5. Theoretical Vs. Empirical processes overview
  6. The “Iron Triangle” of Project Management

EXERCISE: The “Art of the Possible. This is an opportunity to understand how small changes in behavior can have a large impact on productivity. This also turns our thinking towards new ideas and a willingness to change for the better.

  1. The Scrum Framework

Here we’ll ensure that we’re all working from the same foundational concepts that make up the Scrum Framework.

  1. The different Scrum roles
  2. Chickens and Pigs
  3. Iterative Development vs. Waterfall
  4. Self Management concepts
  5. Full disclosure and visibility
  6. The Scrum Framework Overview
  1. Implementation Considerations

Moving beyond Scrum’s foundational concepts, we’ll use this time to dig deeper into the reasons for pursuing Scrum. We’ll also use this time to begin a discussion of integrity in the marketplace and how this relates to software quality.

  1. Traditional vs. Agile methods overview
  2. Scrum: The Silver Bullet
  3. The Agile Skeleton
  4. A Scrum launch checklist

EXERCISE: Integrity at a fast-food restaurant. During this exercise we’ll review various options regarding an employee faced with a difficult situation. The importance of providing high quality products to our customers will be explored.

EXERCISE: understanding customer expectations. This exercise is the beginning of an extended exercise involving agile estimating and planning. During this first portion of the exercise, we’ll work with a fictional customer who has a very demanding schedule and understand how our assessment of project work plays a significant role in customer satisfaction.

EXERCISE: : The 59-minute Scrum Simulation. This popular exposure to Scrum asks us to work on a short project that lasts for just 59 minutes! We’ll walk through all of the key steps under the Scrum framework as we work in project teams to deliver a new product.

  1. Scrum Roles

Who are the different players in the Scrum game? We’ll review checklists of role expectations in preparation for further detail later in our session.

  1. The Team Member
  2. The Product Owner
  3. The Scrum Master
  1. The Scrum Team Explored

Since the ScrumMaster is looking to protect the productivity of the team, we must investigate team behaviors so we can be prepared for the various behaviors exhibited by teams of different compositions. We’ll also take a look at some Scrum Team variants.

  1. The Agile Heart
  2. Bruce Tuckman’s team life cycle
  3. Patrick Lencioni’s Five Dysfunctions of a Team
  4. Team ground rules
  5. Getting Human Resources involved
  6. The impact of project switching
  7. The MetaScrum
  8. The Scrum of Scrums
  9. The importance of knowing when software is “done”
    • “Done” for multiple team integrations divided by function
    • “Done” for multiple team integrations divided by skill
    • “Done” for unsynchronized technologies
  • Internal Outsourcing
  1. Agile Estimating and Planning

Although agile estimating and planning is an art unto itself, the concepts behind this method fit very well with the Scrum methodology an agile alternative to traditional estimating and planning. We’ll break into project teams that will work through decomposition and estimation of project work, and then plan out the project through delivery.

  1. Product Backlog Features
  2. Relative Weighted Prioritization
  3. Prioritizing Our Time
  4. User Stories
  5. Relative Effort
  6. Velocity
  7. Planning Poker and Story Points
  8. Ideal Team Days
  9. Team Capacity
  10. Projecting a Schedule
  11. Why Plan in an Agile Environment?
  1. The Product Owner: Extracting Value

The driving force behind implementing Scrum is to obtain results, usually measured in terms of return on investment or value. How can we help ensure that we allow for project work to provide the best value for our customers and our organization? We’ll take a look at different factors that impact our ability to maximize returns.

  1. The Priority Guide
  2. Product Backlog Refactoring
  3. Productivity Drag Factors
  4. Fixed Price/Date Contracts
  5. Release Management
  6. Earned Value Management
  1. The ScrumMaster Explored

It’s easy to read about the role of the ScrumMaster and gain a better understanding of their responsibilities. The difficulty comes in the actual implementation. Being a ScrumMaster is a hard job, and we’ll talk about the characteristics of a good ScrumMaster that go beyond a simple job description.

  1. The ScrumMaster Aura
  2. Characteristics of a ScrumMaster Candidate
  3. The Difficulties of Being a ScrumMaster
  4. A Day in the Life of a ScrumMaster
  5. The Importance of Listening
  6. Common Sense
  1. Meetings and Artifacts Reference Material

While most of this material was discussed in previous portions of class, more detailed documentation is included here for future reference.

  1. A Chart of Scrum Meetings
  2. The Product Backlog
  3. Sprint Planning
  4. The Sprint Backlog
  5. The Sprint
  6. The Daily Scrum
  7. The Sprint Demo/Review
  8. Why Plan?
  9. The Ideal Team Day
  10. Scrum Tools
  1. Advanced Considerations and Reference Material

This section is reserved for reference material. Particular interests from the class may warrant discussion during our class time together.

  1. Conflict Management
  2. Different Types of Sprints
  3. The ScrumMaster of the Scrum-of-Scrums
  4. Metrics
  5. Dispersed Teams
  6. Scaling
  7. Developing Architecture
  8. Stage Gate/Milestone Driven Development
  9. Inter- and Intra-Project Dependencies
  10. Task Boards, Project Boards
  11. Scrum and CMM, “Traditional” XP

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