Scrum Master Learning Objectives: Difference between revisions
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| Line 225: | Line 225: | ||
|2.1 | |2.1 | ||
|Facilitation | |Facilitation | ||
| | |3 situations where Scrum Master helps with facilitation | ||
| | |Facilitation & Coaching | ||
|- | |- | ||
|2.2 | |2.2 | ||
|Facilitation | |Facilitation | ||
| | |3 techniques for group decision making | ||
| | |Facilitation & Coaching | ||
|- | |- | ||
|2.3 | |2.3 | ||
|Coaching | |Coaching | ||
| | |Teaching, mentoring and coaching differences | ||
| | |Facilitation & Coaching | ||
|- | |- | ||
|2.4 | |2.4 | ||
|Coaching | |Coaching | ||
| | |How to apply at least one technique | ||
| | |Facilitation & Coaching | ||
|- | |- | ||
|3.1 | |3.1 | ||
|Scrum Master as Servant-Leader | |Scrum Master as Servant-Leader | ||
| | |Define servant leadership | ||
| | |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 | ||
| | |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 | ||
| | |Coaching the Organisation | ||
|- | |- | ||
|3.4 | |3.4 | ||
|Scrum Master as Servant-Leader | |Scrum Master as Servant-Leader | ||
| | |Technical Debt | ||
| | |Technical Practices | ||
|- | |- | ||
|3.5 | |3.5 | ||
|Scrum Master as Servant-Leader | |Scrum Master as Servant-Leader | ||
| | |3 development practices | ||
| | |Technical Practices | ||
|- | |- | ||
|4.1 | |4.1 | ||
|Service to the Product Owner | |Service to the Product Owner | ||
| | |3 ways Scrum Master supports the Product Owner | ||
| | |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 | ||
| | |Sprint Retrospective | ||
|- | |- | ||
|5.1 | |5.1 | ||
|Impediment Removal | |Impediment Removal | ||
| | |2 ways Scrum Master removes impediments | ||
| | |Scrum Roles | ||
|- | |- | ||
|5.2 | |5.2 | ||
|Impediment Removal | |Impediment Removal | ||
| | |3 organisational impediments affecting Scrum teams | ||
| | |Coaching the Organisation | ||
|- | |||
|5.3 | |||
|Coaching the Organisation | |||
|Organisational design change caused by adopting Scrum | |||
|Coaching the Organisation | |||
|- | |||
|5.4 | |||
|Coaching the Organisation | |||
|What happens to traditional project management activities | |||
|Scrum Roles | |||
|} | |} | ||
Revision as of 06:19, 2 December 2021
Foundation Learning Objectives
| ID | Classification | Learning Objective | Session Mapping |
|---|---|---|---|
| 1.1 | Scrum Theory | Scrum and Agile Manifesto | Agile Manifesto |
| 1.2 | Scrum Theory | Scrum and its Purpose | Scrum Framework |
| 1.3 | Scrum Theory | 5 Scrum Values | Scrum Values |
| 1.4 | Scrum Theory | 3 Pillars of Empirical Process Control | Empirical Process Control |
| 1.5 | Scrum Theory | Traditional vs Empirical Product Planning | Deterministic vs Empirical Product Planning |
| 1.6 | Scrum Theory | Scrum in its Entirety | Scrum Framework |
| 1.7 | Scrum Theory | Iterative and Incremental Approaches | Iterative and Incremental |
| 2.1 | Scrum Roles | How Scrum Roles Interact | Scrum Roles |
| 2.2 | Scrum Roles | Cross Functional and Self Organising Teams | Scrum Roles |
| 3.1 | Scrum Events | Timeboxing |
|
| 3.2 | Scrum Events | 5 Scrum Events |
|
| 4.1 | Scrum Artefacts | 3 Scrum Artefacts |
|
| 4.2 | Scrum Artefacts | Definition of Done | Definition of Done |
| 4.3 | Scrum Artefacts | Product Backlog Refinement | Sprint Planning & Product Backlog Refinement |
| 4.4 | 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 |
|
| 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 Process Control |
| 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 Reivew | 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 | Product Backlog |
| 1.17 | Product Backlog | 4 attributes of a Product Backlog Item | Product Backlog |
| 1.18 | Sprint Backlog | 3 characteristics of the Sprint Backlog | Sprint Backlog |
| 1.19 | Sprint Backlog | How the Sprint Backlog can change preserving the Sprint Goal | Sprint Backlog |
| 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 | Facilitation & Coaching |
| 2.2 | Facilitation | 3 techniques for group decision making | Facilitation & Coaching |
| 2.3 | Coaching | Teaching, mentoring and coaching differences | Facilitation & Coaching |
| 2.4 | Coaching | How to apply at least one technique | Facilitation & Coaching |
| 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 | Coaching the Organisation |
| 3.4 | Scrum Master as Servant-Leader | Technical Debt | Technical Practices |
| 3.5 | Scrum Master as Servant-Leader | 3 development practices | Technical Practices |
| 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 | Coaching the Organisation |
| 5.3 | Coaching the Organisation | Organisational design change caused by adopting Scrum | Coaching the Organisation |
| 5.4 | Coaching the Organisation | What happens to traditional project management activities | Scrum Roles |