Scrum Master Learning Objectives: Difference between revisions
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|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 | ||
| | |[[Adoption of Scrum]] | ||
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|3.4 | |3.4 | ||
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|Impediment Removal | |Impediment Removal | ||
|3 organisational impediments affecting Scrum teams | |3 organisational impediments affecting Scrum teams | ||
| | |[[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 | ||
| | |[[Adoption of Scrum]] | ||
|- | |- | ||
|5.4 | |5.4 | ||
Revision as of 07:03, 2 December 2021
Below are the learning objectives based upon the Scrum Alliance learning objectives for Scrum Master coaching.
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 | 5 Scrum Values |
| 1.4 | Scrum Theory | 3 Pillars of Empirical Process Control | Empirical vs Predictive Control Processes |
| 1.5 | Scrum Theory | Traditional vs Empirical Product Planning | Empirical vs Predictive Control Processes |
| 1.6 | Scrum Theory | Scrum in its Entirety | Scrum Framework |
| 1.7 | Scrum Theory | Iterative and Incremental Approaches | Iterative vs. 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 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 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 | 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 |