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.
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
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?
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
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
47. • Defined process
– Deterministic
– Control inputs and outputs
• Empirical process
– Stochastic
– Imperfectly defined
– Unpredictable results
– Requires inspection and
adaptation
Defined and Empirical
Process
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
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
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.
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?
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
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?
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
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?
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?
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?
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
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
Notas del editor
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.