Scrum Master Learning Objectives: 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:Certification]][[Category:Agile]]
Below are the learning objectives based upon the Scrum Alliance learning objectives for Scrum Master coaching.
Below are the learning objectives based upon the Scrum Alliance learning objectives for coaching Scrum Masters.


==Foundation Learning Objectives==
==Foundation Learning Objectives==
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!Session Mapping
!Session Mapping
|-
|-
|1.1
|F1.1
|Scrum Theory
|Scrum Theory
|Scrum and Agile Manifesto
|Scrum and Agile Manifesto
|Agile Manifesto
|[[Agile Manifesto]]
|-
|-
|1.2
|F1.2
|Scrum Theory
|Scrum Theory
|Scrum and its Purpose
|Scrum and its Purpose
|Scrum Framework
|[[Scrum Framework]]
|-
|-
|1.3
|F1.3
|Scrum Theory
|Scrum Theory
|5 Scrum Values
|5 Scrum Values
|Scrum Values
|[[5 Scrum Values]]
|-
|-
|1.4
|F1.4
|Scrum Theory
|Scrum Theory
|3 Pillars of Empirical Process Control
|3 Pillars of Empirical Process Control
|Empirical Process Control
|[[Empirical vs Predictive Control Processes]]
|-
|-
|1.5
|F1.5
|Scrum Theory
|Scrum Theory
|Traditional vs Empirical Product Planning
|Traditional vs Empirical Product Planning
|Deterministic vs Empirical Product Planning
|[[Empirical vs Predictive Control Processes]]
|-
|-
|1.6
|F1.6
|Scrum Theory
|Scrum Theory
|Scrum in its Entirety
|Scrum in its Entirety
|Scrum Framework
|[[Scrum Framework]]
|-
|-
|1.7
|F1.7
|Scrum Theory
|Scrum Theory
|Iterative and Incremental Approaches
|Iterative and Incremental Approaches
|Iterative and Incremental
|[[Iterative vs. Incremental]]
|-
|-
|2.1
|F2.1
|Scrum Roles
|Scrum Roles
|How Scrum Roles Interact
|How Scrum Roles Interact
|Scrum Roles
|[[Scrum Roles]]
|-
|-
|2.2
|F2.2
|Scrum Roles
|Scrum Roles
|Cross Functional and Self Organising Teams
|Cross Functional and Self Organising Teams
|Scrum Roles
|[[Scrum Roles]]
|-
|-
|3.1
|F3.1
|Scrum Events
|Scrum Events
|Timeboxing
|Timeboxing
|
|
* Sprints
* [[Sprints]]
* Sprint Planning
* [[Sprint Planning & Product Backlog Refinement]]
* Daily Scrum
* [[Daily Scrum]]
* Sprint Review
* [[Sprint Review]]
* Sprint Retrospective
* [[Sprint Retrospective]]
|-
|-
|3.2
|F3.2
|Scrum Events
|Scrum Events
|5 Scrum Events
|5 Scrum Events
|
|
* Sprints
* [[Sprints]]
* Sprint Planning
* [[Sprint Planning & Product Backlog Refinement]]
* Daily Scrum
* [[Daily Scrum]]
* Sprint Review
* [[Sprint Review]]
* Sprint Retrospective
* [[Sprint Retrospective]]
|-
|-
|4.1
|F4.1
|Scrum Artefacts
|Scrum Artefacts
|3 Scrum Artefacts
|3 Scrum Artefacts
|
|
* Product Backlog
* [[Scrum Artefacts]]
* Sprint Backlog
* Increment
|-
|-
|4.2
|F4.2
|Scrum Artefacts
|Scrum Artefacts
|Definition of Done
|Definition of Done
|Definition of Done
|[[Definition of Done]]
|-
|-
|4.3
|F4.3
|Scrum Artefacts
|Scrum Artefacts
|Product Backlog Refinement
|Product Backlog Refinement
|Sprint Planning & Product Backlog Refinement
|[[Sprint Planning & Product Backlog Refinement]]
|-
|-
|4.4
|F4.4
|Scrum Events and Artefacts
|Scrum Events and Artefacts
|3 Activities During Product Backlog Refinement
|3 Activities During Product Backlog Refinement
|Sprint Planning & Product Backlog Refinement
|[[Sprint Planning & Product Backlog Refinement]]
|}
|}


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|Scrum Roles
|Scrum Roles
|3 Rights and 5 Responsibilities
|3 Rights and 5 Responsibilities
|
|[[Scrum Roles]]
* Development Team
* Product Owner
* Scrum Master
|-
|-
|1.2
|1.2
|Scrum Roles
|Scrum Roles
|2 Reasons Why Product Owner is one person
|2 Reasons Why Product Owner is one person
|Scrum Roles
|[[Scrum Roles]]
|-
|-
|1.3
|1.3
|Scrum Roles
|Scrum Roles
|How and why Product Owner has authority over the product
|How and why Product Owner has authority over the product
|Scrum Roles
|[[Scrum Roles]]
|-
|-
|1.4
|1.4
|Scrum Roles
|Scrum Roles
|5 Characteristics of the Development Team
|5 Characteristics of the Development Team
|Scrum Roles
|[[Scrum Roles]]
|-
|-
|1.5
|1.5
|Scrum Events & Artefacts
|Scrum Events & Artefacts
|How Scrum Team increases transparency, inspection and adaptation in the Scrum events
|How Scrum Team increases transparency, inspection and adaptation in the Scrum events
|Empirical Process Control
|[[Empirical vs Predictive Control Processes]]
|-
|-
|1.6
|1.6
Line 139: Line 134:
|3 responsibilities of the Scrum roles during events
|3 responsibilities of the Scrum roles during events
|
|
* Sprint Planning
* [[Sprint Planning & Product Backlog Refinement]]
* Daily Scrum
* [[Daily Scrum]]
* Sprint Review
* [[Sprint Review]]
* Sprint Retrospective
* [[Sprint Retrospective]]
|-
|-
|1.7
|1.7
|Sprint and Increment
|Sprint and Increment
|Sprint Goal does not change during Sprint
|Sprint Goal does not change during Sprint
|Sprint Planning & Product Backlog Refinement
|[[Sprint Planning & Product Backlog Refinement]]
|-
|-
|1.8
|1.8
|Sprint and Increment
|Sprint and Increment
|Outcome of each Sprint
|Outcome of each Sprint
|Definition of Done
|[[Definition of Done]]
|-
|-
|1.9
|1.9
|Sprint and Increment
|Sprint and Increment
|3 reasons why Increment corresponds to the Definition of Done
|3 reasons why Increment corresponds to the Definition of Done
|Definition of Done
|[[Definition of Done]]
|-
|-
|1.10
|1.10
|Sprint Planning
|Sprint Planning
|Activities during Sprint Planning
|Activities during Sprint Planning
|Sprint Planning & Product Backlog Refinement
|[[Sprint Planning & Product Backlog Refinement]]
|-
|-
|1.11
|1.11
|Sprint Planning
|Sprint Planning
|Sprint Goals
|Sprint Goals
|Sprint Planning & Product Backlog Refinement
|[[Sprint Planning & Product Backlog Refinement]]
|-
|-
|1.12
|1.12
|Daily Scrum
|Daily Scrum
|3 ways the Daily Scrum differs from a status reporting meeting
|3 ways the Daily Scrum differs from a status reporting meeting
|Daily Scrum
|[[Daily Scrum]]
|-
|-
|1.13
|1.13
|Sprint Review
|Sprint Review
|3 Activities other than demo in a Sprint Reivew
|3 Activities other than demo in a Sprint Review
|Sprint Review
|[[Sprint Review]]
|-
|-
|1.14
|1.14
|Sprint Review
|Sprint Review
|3 outcome from a Sprint Review
|3 outcome from a Sprint Review
|Sprint Review
|[[Sprint Review]]
|-
|-
|1.15
|1.15
|Sprint Retrospective
|Sprint Retrospective
|2 approaches for a Sprint Retrospective
|2 approaches for a Sprint Retrospective
|Sprint Retrospective
|[[Sprint Retrospective]]
|-
|-
|1.16
|1.16
|Product Backlog
|Product Backlog
|3 characteristics of the Product Backlog
|3 characteristics of the Product Backlog
|Product Backlog
|[[Scrum Artefacts]]
|-
|-
|1.17
|1.17
|Product Backlog
|Product Backlog
|4 attributes of a Product Backlog Item
|4 attributes of a Product Backlog Item
|Product Backlog
|[[Scrum Artefacts]]
|-
|-
|1.18
|1.18
|Sprint Backlog
|Sprint Backlog
|3 characteristics of the Sprint Backlog
|3 characteristics of the Sprint Backlog
|Sprint Backlog
|[[Scrum Artefacts]]
|-
|-
|1.19
|1.19
|Sprint Backlog
|Sprint Backlog
|How the Sprint Backlog can change preserving the Sprint Goal
|How the Sprint Backlog can change preserving the Sprint Goal
|Sprint Backlog
|[[Scrum Artefacts]]
|-
|-
|1.20
|1.20
|Definition of “Done”
|Definition of “Done”
|2 risks of weak Definition of Done
|2 risks of weak Definition of Done
|Definition of Done
|[[Definition of Done]]
|-
|-
|1.21
|1.21
|Definition of “Done”
|Definition of “Done”
|How to create a Definition of Done
|How to create a Definition of Done
|Definition of Done
|[[Definition of Done]]
|-
|-
|1.22
|1.22
|Definition of “Done”
|Definition of “Done”
|Why multiple teams need to work to the same Definition of Done
|Why multiple teams need to work to the same Definition of Done
|Definition of Done
|[[Definition of Done]]
|-
|-
|2.1
|2.1
|Facilitation
|Facilitation
|3 situations where Scrum Master helps with facilitation
|3 situations where Scrum Master helps with facilitation
|Facilitation & Coaching
|[[Scrum Master As A Facilitator]]
|-
|-
|2.2
|2.2
|Facilitation
|Facilitation
|3 techniques for group decision making
|3 techniques for group decision making
|Facilitation & Coaching
|[[Scrum Master As A Facilitator]]
|-
|-
|2.3
|2.3
|Coaching
|Coaching
|Teaching, mentoring and coaching differences
|Teaching, mentoring and coaching differences
|Facilitation & Coaching
|[[Scrum Master As A Coach]]
|-
|-
|2.4
|2.4
|Coaching
|Coaching
|How to apply at least one technique
|How to apply at least one technique
|Facilitation & Coaching
|[[Scrum Master As A Coach]]
|-
|-
|3.1
|3.1
|Scrum Master as Servant-Leader
|Scrum Master as Servant-Leader
|Define servant leadership
|Define servant leadership
|Scrum Roles
|[[Scrum Roles]]
|-
|-
|3.2
|3.2
|Scrum Master as Servant-Leader
|Scrum Master as Servant-Leader
|3 scenarios where Scrum Master acts as servant leader
|3 scenarios where Scrum Master acts as servant leader
|Scrum Roles
|[[Scrum Roles]]
|-
|-
|3.3
|3.3
|Scrum Master as Servant-Leader
|Scrum Master as Servant-Leader
|Impacts of time pressure by Product Owner or stakeholders and how to resolve
|Impacts of time pressure by Product Owner or stakeholders and how to resolve
|Coaching the Organisation
|[[Adoption of Scrum]]
|-
|-
|3.4
|3.4
|Scrum Master as Servant-Leader
|Scrum Master as Servant-Leader
|Technical Debt
|Technical Debt
|Technical Practices
|[[Technical Debt]]
|-
|-
|3.5
|3.5
|Scrum Master as Servant-Leader
|Scrum Master as Servant-Leader
|3 development practices
|3 development practices
|Technical Practices
|[[Extreme Programming (XP)]]
|-
|-
|4.1
|4.1
|Service to the Product Owner
|Service to the Product Owner
|3 ways Scrum Master supports the Product Owner
|3 ways Scrum Master supports the Product Owner
|Scrum Roles
|[[Scrum Roles]]
|-
|-
|4.2
|4.2
|Service to the Product Owner
|Service to the Product Owner
|2 benefits of Product Owner participating in Sprint Retrospectives
|2 benefits of Product Owner participating in Sprint Retrospectives
|Sprint Retrospective
|[[Sprint Retrospective]]
|-
|-
|5.1
|5.1
|Impediment Removal
|Impediment Removal
|2 ways Scrum Master removes impediments
|2 ways Scrum Master removes impediments
|Scrum Roles
|[[Scrum Roles]]
|-
|-
|5.2
|5.2
|Impediment Removal
|Impediment Removal
|3 organisational impediments affecting Scrum teams
|3 organisational impediments affecting Scrum teams
|Coaching the Organisation
|[[Adoption of Scrum]]
|-
|-
|5.3
|5.3
|Coaching the Organisation
|Coaching the Organisation
|Organisational design change caused by adopting Scrum
|Organisational design change caused by adopting Scrum
|Coaching the Organisation
|[[Adoption of Scrum]]
|-
|-
|5.4
|5.4
|Coaching the Organisation
|Coaching the Organisation
|What happens to traditional project management activities
|What happens to traditional project management activities
|Scrum Roles
|[[Scrum Roles]]
|}
|}


Line 305: Line 300:
* [[Scrum Framework]]
* [[Scrum Framework]]
* [[Scrum Master]]
* [[Scrum Master]]
* [[Product Owner Coaching Syllabus]]
* [[Product Owner Workshop Syllabus]]
* [[Product Owner]]


==References==
==References==

Latest revision as of 00:05, 15 March 2022

Below are the learning objectives based upon the Scrum Alliance learning objectives for coaching Scrum Masters.

Foundation Learning Objectives

ID Classification Learning Objective Session Mapping
F1.1 Scrum Theory Scrum and Agile Manifesto Agile Manifesto
F1.2 Scrum Theory Scrum and its Purpose Scrum Framework
F1.3 Scrum Theory 5 Scrum Values 5 Scrum Values
F1.4 Scrum Theory 3 Pillars of Empirical Process Control Empirical vs Predictive Control Processes
F1.5 Scrum Theory Traditional vs Empirical Product Planning Empirical vs Predictive Control Processes
F1.6 Scrum Theory Scrum in its Entirety Scrum Framework
F1.7 Scrum Theory Iterative and Incremental Approaches Iterative vs. Incremental
F2.1 Scrum Roles How Scrum Roles Interact Scrum Roles
F2.2 Scrum Roles Cross Functional and Self Organising Teams Scrum Roles
F3.1 Scrum Events Timeboxing
F3.2 Scrum Events 5 Scrum Events
F4.1 Scrum Artefacts 3 Scrum Artefacts
F4.2 Scrum Artefacts Definition of Done Definition of Done
F4.3 Scrum Artefacts Product Backlog Refinement Sprint Planning & Product Backlog Refinement
F4.4 Scrum Events and Artefacts 3 Activities During Product Backlog Refinement Sprint Planning & Product Backlog Refinement

Scrum Master Learning Objectives

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

See Also

References

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