Professional Scrum Master

max. 8h

max. 3h

max. 4h

max. 4 weeks

0

• Product Backlog
• Sprint Backlog
• Increment

• continous improvement (Kaizen)
• respect the people

• Individuals and Interactions over Processes and Tools
• Working Software over Comprehensive Documentation
• Customer Collaboration over Contract Negotiation
• Responding to Change over Following a Plan

• obvious
• complicated
• complex
• chaotic
• disorder

• stable
• cause and impact relationship are clearly visible

• often more than one correct answer
• clearly visible cause and impact relationship, but not for everyone

• no general accepted truth
• the whole system is changing constantly
• why things happen can only be understood afterwards
• new things and new patterns are emerging
• no cause and impact relationships, but dispositional features

• useless to hunt for the correct answer
• the whole system is constantly changing, so it's not possible to recognize the cause and impact relationship

• the system is in total disorder
• it's difficult to recognize being in this situation

Maximizing the value of the product resulting from work of the Development Team

Product Owner

• clearly expressing Product Backlog items
• ordering the items in the Product Backlog to best achieve goals and missions
• optimizing the value of the work the Development Team performs
• ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next
• ensuring the Development Team understands items in the Product Backlog to the level needed

• the Development Team may develop the wrong things or things wrong
• the Development Team develops things no one needs, because theres no prioritizing
• the Development Team needs to wait for the PO, which delays the release or important features can not be released

• optimize the use value of the product
• push product innovation

increment

• the release is delayed, because of missing collaboration and feedback of important specialists
• the release is highly delayed, because of the Development Team working on multiple projects at once

• coaching the Development Team in self-organization and cross-functionality
• helping the Development Team to create high-value products
• removing impdiments to the Development Team's progress
• facilitating Scrum events as requested or needed
• coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and understood

• Small Teams
• Stable Teams
• Collocated Team
• Autonomous Team
• T-Shape Skill Profil within the Development Team
• Ready Backlog Items, Definition of Ready
• Swarming
• Daily Scrum
• Yesterday's Weather
• Finish Early
• Illegitimus Non Interruptus
• Whack the mole
• Scrumming the Scrum

• the Development Team is cross-functional
• every member of the Development Team has a good grasp of the other disciplines in the team, so they can help eachother

Every item that is supposed to get done within a sprint is precise enough to be started.

All members of the Development Team focus on one Backlog Item after the other and do everything to finish it as fast as possible.

The planning for the next Sprint is based on the results of the last one.

Teams that finish early accelerate faster.

Have an interrupt buffer, so you can reach the goal for the sprint despite having interruptions.

Correct bugs and solve problems immediately. All testing is done within the Sprint according to the Definition of Done. Nothing keeps the team from providing the usable result.

Identify obstacles and remove them till the end of the sprint, to maintain continous improvement.

• plan
• do
• study
• adjust

By implementing small experiments, that run as a Deming-Cycle, coherence can be discovered and improvements for better work can be made.