Scrum’s early advocates were inspired by empirical inspect and adapt feedback loops to cope with complexity and risk. Scrum emphasizes decision making from real-world results rather than speculation. Time is divided into short work cadences, known as sprints, typically one week or two weeks long. The product is kept in a potentially shippable (properly integrated and tested) state at all times. At the end of each sprint, stakeholders and team members meet to see a demonstrated potentially shippable product increment and plan its next steps.
Scrum is a simple set of roles, responsibilities, and meetings that never change. By removing unnecessary unpredictability, we’re better able to cope with the necessary unpredictability of continuous discovery and learning.
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Module 1: Introduction to Scrum
- What is Scrum? What is Agile? What is a Sprint?
- Responsibilities of the Product Owner, Scrum Development Team, and Scrum Master. Definition of Product Backlog and Sprint Backlog.
Module 2: Backlog Refinement Meeting (aka. Backlog Grooming)
- When do we groom the product backlog? What is the purpose of the meeting? Who participates?
- The roles of the Product Owner, Scrum Master, and self-organizing team in backlog refinement.
- Timeboxing the meeting.
- Relative effort estimation game (aka. Mike Cohn "Planning Poker") variation with T-shirt sizes and story points.
- Scope control: Focusing on high business value work, deferring low ROI work, force-ranking the Product Backlog.
- Estimation vs. commitment.
Module 3: Sprint Planning Meeting
- Purpose of the Sprint Planning meeting.
- The roles of the Product Owner, Scrum Master, and Scrum Development Team in Sprint Planning.
- Sprint Planning Meeting timebox (maximum duration) and Sprint execution timebox.
- Slack required for innovation.
- Two part Sprint Planning vs. commitment-based planning.
- Starting with a usable Product Backlog
- Definition of Done: Planning a Sprint that includes all activities needed to develop a potentially shippable product increment, particularly testing.
- The Lean principle of reducing work in progress (WIP).
- The self managing team's ownership of its commitments. Saying "no" when necessary.
Module 4: Daily Scrum Meeting (aka. 15-minute Standup)
- What is the purpose of the standup? When do we have the meeting?
- Organizational impediments and the role of the Scrum Master during Sprint execution.
- Team self organization during the Sprint.
- Team's use of the taskboard to represent the Sprint Backlog.
- Team's collective ownership of Product Backlog Items and Sprint Tasks.
- Less skilled team member as point person of a Sprint Task.
- Cursory overview of Agile engineering practices: Pair programming, Test-Driven Development (TDD), refactoring, and continuous integration.
- Should the Product Owner attend the Daily Scrum?
- Use of the sidebar to stay within the 15-minute timebox.
- Involving traditional QA people in Agile development.
- What happens when team members ignore team agreements?
Module 5: Sprint Review Meeting
- What is the purpose of the Sprint Review Meeting? When do we have the Sprint Review Meeting?
- Extrinsic manipulation (e.g. praise) considered harmful to intrinsic motivation and transparency.
- Demonstrate a potentially shippable (properly tested) product increment every Sprint, even if it's small.
- Stick to clear goals each Sprint, avoid temptation to work outside agreed scope.
- We usually discover new things to do faster than we get things done. Add newly discovered requirements to the Product Backlog.
- The Product Owner's role in scope control, reprioritization and release plan adjustment every Sprint.
- The Product Owner publically declares which PBIs are done.
- How to measure velocity using story points. What is the purpose of velocity? When are metrics harmful?
- Definition of done. Incomplete work returned to the Product Backlog for reprioritization.
- Outside stakeholders attend the Sprint Review Meeting, provide feedback at the end.
Module 6: Sprint Retrospective Meeting
- What is the purpose of the Sprint Retrospective Meeting? When do we have the Sprint Retrospective Meeting?
- Only learning teams and learning organizations will thrive in the future. A Scrum Master must create this environment for learning, despite the traditional habit of focusing on micro-efficiency.
- To remain a neutral facilitator, Scrum Master has a role outside the team.
- Why we need status leveling techniques.
- How to conduct a safety check.
- The invisible gun no one will tell you you're wearing.
- Group size, unclear Product Ownership, contract relationships, and geographic distribution are usually impediments to full safety.
- Classic Scrum Retrospective (What went well? What could be improved? What did we learn? What still puzzles us?) and example actions.
- People tend to push for particular solutions before agreeing on the problems. Focused conversation principles (ORID: Objective questions, Reflective questions, Interpretive questions, Decision questions) can help.
- Use silent writing to elicit multiple perspectives.
- Retrospective is for the team, not those outside it.
- Effective decision making for teams.