Scrum Master Coaching Syllabus: Difference between revisions

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[[Category:Agile:Articles]][[Category:Agile:Scrum]][[Category:Agile:Certification]][[Category:Agile]]
[[Category:Agile:Articles]][[Category:Agile:Scrum]][[Category:Agile:Coaching]][[Category:Agile:Certification]][[Category:Agile]]


Here is a suggested coaching syllabus to cover the [[Scrum Master Learning Objectives]] based upon the Scrum Alliance learning objectives.
Here is a suggested coaching syllabus to cover the [[Scrum Master Learning Objectives]] based upon the Scrum Alliance learning objectives.
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|[[Scrum Framework]]
|[[Scrum Framework]]
|
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* F1.2 - Scrum and its Purpose
* F1.6 - Scrum in its Entirety
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|-
|[[Scrum Roles]]
|[[Scrum Roles]]
|
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* F2.1 - How Scrum Roles Interact
* F2.2 - Cross Functional and Self Organising Teams
* 1.1 - 3 Rights and 5 Responsibilities
* 1.2 - 2 Reasons Why Product Owner is one person
* 1.3 - How and why Product Owner has authority over the product
* 1.4 - 5 Characteristics of the Development Team
* 3.1 - Define servant leadership
* 3.2 - 3 scenarios where Scrum Master acts as servant leader
* 4.1 - 3 ways Scrum Master supports the Product Owner
* 5.1 - 2 ways Scrum Master removes impediments
* 5.4 - What happens to traditional project management activities
|-
|-
|[[Agile Manifesto]]
|[[Agile Manifesto]]
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* F1.1 - Scrum and Agile Manifesto
|-
|-
|[[5 Scrum Values]]
|[[5 Scrum Values]]
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* F1.3 - 5 Scrum Values
|-
|-
|[[Empirical vs Predictive Control Processes]]
|[[Empirical vs Predictive Control Processes]]
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|
|-
* F1.4 - 3 Pillars of Empirical Process Control
|[[Iterative vs. Incremental]]
* F1.5 - Traditional vs Empirical Product Planning
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* 1.5 - How Scrum Team increases transparency, inspection and adaptation in the Scrum events
|-
|-
|[[Sprints]]
|[[Sprints]]
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* F3.1 - Timeboxing
* F3.2 - 5 Scrum Events
|-
|-
|[[Sprint Planning & Product Backlog Refinement]]
|[[Sprint Planning & Product Backlog Refinement]]
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* F3.1 - Timeboxing
* F3.2 - 5 Scrum Events
* F4.3 - Product Backlog Refinement
* F4.4 - 3 Activities During Product Backlog Refinement
* 1.6 - 3 responsibilities of the Scrum roles during events
* 1.7 - Sprint Goal does not change during Sprint
* 1.10 - Activities during Sprint Planning
* 1.11 - Sprint Goals
|-
|-
|[[Daily Scrum]]
|[[Daily Scrum]]
|
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* F3.1 - Timeboxing
* F3.2 - 5 Scrum Events
* 1.6 - 3 responsibilities of the Scrum roles during events
* 1.12 - 3 ways the Daily Scrum differs from a status reporting meeting
|-
|-
|[[Sprint Review]]
|
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*[[Sprint Review]]
*[[Sprint Retrospective]]
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* F3.1 - Timeboxing
* F3.2 - 5 Scrum Events
* 1.6 - 3 responsibilities of the Scrum roles during events
* 1.13 - 3 Activities other than demo in a Sprint Review
* 1.14 - 3 outcome from a Sprint Review
* 1.15 - 2 approaches for a Sprint Retrospective
* 4.2 - 2 benefits of Product Owner participating in Sprint Retrospectives
|-
|-
|[[Sprint Retrospective]]
|[[Scrum Artefacts]]
|
|
* F4.1 - 3 Scrum Artefacts
* 1.16 - 3 characteristics of the Product Backlog
* 1.17 - 4 attributes of a Product Backlog Item
* 1.18 - 3 characteristics of the Sprint Backlog
* 1.19 - How the Sprint Backlog can change preserving the Sprint Goal
|-
|-
|[[Definition of Done]]
|[[Iterative vs. Incremental]]
|
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* F1.7 - Iterative and Incremental Approaches
|-
|-
|[[Scrum Artefacts]]
|[[Definition of Done]]
|
|
* F4.2 - Definition of Done
* 1.8 - Outcome of each Sprint
* 1.9 - 3 reasons why Increment corresponds to the Definition of Done
* 1.20 - 2 risks of weak Definition of Done
* 1.21 - How to create a Definition of Done
* 1.22 - Why multiple teams need to work to the same Definition of Done
|-
|-
|[[Scrum Master As A Facilitator]]
|[[Scrum Master As A Facilitator]]
|
|
* 2.1 - 3 situations where Scrum Master helps with facilitation
* 2.2 - 3 techniques for group decision making
|-
|-
|[[Scrum Master As A Coach]]
|[[Scrum Master As A Coach]]
|
|
* 2.3 - Teaching, mentoring and coaching differences
* 2.4 - How to apply at least one technique
|-
|-
|[[Coaching the Organisation]]
|[[Adoption of Scrum]]
|
|
* 3.3 - Impacts of time pressure by Product Owner or stakeholders and how to resolve
* 5.2 - 3 organisational impediments affecting Scrum teams
* 5.3 - Organisational design change caused by adopting Scrum
|-
|-
|[[Extreme Programming (XP)]]
|[[Extreme Programming (XP)]]
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* 3.5 - 3 development practices
|-
|[[Technical Debt]]
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* 3.4 - Technical Debt
|}
|}


==See Also==
==See Also==
* [[Scrum Master Workshop Syllabus]]
* [[Scrum Master Learning Objectives]]
* [[Scrum Master Learning Objectives]]
* [[Scrum Framework]]
* [[Scrum Framework]]

Latest revision as of 23:50, 26 October 2022


Here is a suggested coaching syllabus to cover the Scrum Master Learning Objectives based upon the Scrum Alliance learning objectives.

Session Learning Objective Mapping
Scrum Framework
  • F1.2 - Scrum and its Purpose
  • F1.6 - Scrum in its Entirety
Scrum Roles
  • F2.1 - How Scrum Roles Interact
  • F2.2 - Cross Functional and Self Organising Teams
  • 1.1 - 3 Rights and 5 Responsibilities
  • 1.2 - 2 Reasons Why Product Owner is one person
  • 1.3 - How and why Product Owner has authority over the product
  • 1.4 - 5 Characteristics of the Development Team
  • 3.1 - Define servant leadership
  • 3.2 - 3 scenarios where Scrum Master acts as servant leader
  • 4.1 - 3 ways Scrum Master supports the Product Owner
  • 5.1 - 2 ways Scrum Master removes impediments
  • 5.4 - What happens to traditional project management activities
Agile Manifesto
  • F1.1 - Scrum and Agile Manifesto
5 Scrum Values
  • F1.3 - 5 Scrum Values
Empirical vs Predictive Control Processes
  • F1.4 - 3 Pillars of Empirical Process Control
  • F1.5 - Traditional vs Empirical Product Planning
  • 1.5 - How Scrum Team increases transparency, inspection and adaptation in the Scrum events
Sprints
  • F3.1 - Timeboxing
  • F3.2 - 5 Scrum Events
Sprint Planning & Product Backlog Refinement
  • F3.1 - Timeboxing
  • F3.2 - 5 Scrum Events
  • F4.3 - Product Backlog Refinement
  • F4.4 - 3 Activities During Product Backlog Refinement
  • 1.6 - 3 responsibilities of the Scrum roles during events
  • 1.7 - Sprint Goal does not change during Sprint
  • 1.10 - Activities during Sprint Planning
  • 1.11 - Sprint Goals
Daily Scrum
  • F3.1 - Timeboxing
  • F3.2 - 5 Scrum Events
  • 1.6 - 3 responsibilities of the Scrum roles during events
  • 1.12 - 3 ways the Daily Scrum differs from a status reporting meeting
  • F3.1 - Timeboxing
  • F3.2 - 5 Scrum Events
  • 1.6 - 3 responsibilities of the Scrum roles during events
  • 1.13 - 3 Activities other than demo in a Sprint Review
  • 1.14 - 3 outcome from a Sprint Review
  • 1.15 - 2 approaches for a Sprint Retrospective
  • 4.2 - 2 benefits of Product Owner participating in Sprint Retrospectives
Scrum Artefacts
  • F4.1 - 3 Scrum Artefacts
  • 1.16 - 3 characteristics of the Product Backlog
  • 1.17 - 4 attributes of a Product Backlog Item
  • 1.18 - 3 characteristics of the Sprint Backlog
  • 1.19 - How the Sprint Backlog can change preserving the Sprint Goal
Iterative vs. Incremental
  • F1.7 - Iterative and Incremental Approaches
Definition of Done
  • F4.2 - Definition of Done
  • 1.8 - Outcome of each Sprint
  • 1.9 - 3 reasons why Increment corresponds to the Definition of Done
  • 1.20 - 2 risks of weak Definition of Done
  • 1.21 - How to create a Definition of Done
  • 1.22 - Why multiple teams need to work to the same Definition of Done
Scrum Master As A Facilitator
  • 2.1 - 3 situations where Scrum Master helps with facilitation
  • 2.2 - 3 techniques for group decision making
Scrum Master As A Coach
  • 2.3 - Teaching, mentoring and coaching differences
  • 2.4 - How to apply at least one technique
Adoption of Scrum
  • 3.3 - Impacts of time pressure by Product Owner or stakeholders and how to resolve
  • 5.2 - 3 organisational impediments affecting Scrum teams
  • 5.3 - Organisational design change caused by adopting Scrum
Extreme Programming (XP)
  • 3.5 - 3 development practices
Technical Debt
  • 3.4 - Technical Debt

See Also

References

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