Certified Scrum Master (CSM) Certification Training in Chicago

• Agile Manifesto
• 12 Guidelines
• Four values
• 5 Scrum Values: the Scrum Foundations

Learnings

• Describe the Agile Manifesto's 12 principles and 4 ideals
• Show how "responding to change" in Agile is preferable than "following a plan" in conventional project management
• Describe the connections between the Scrum artefacts, events, and roles and the Scrum values (courage, focus, commitment, respect, and openness)
• The three Scrum pillars of Transparency, Inspection, and Adaptation should be listed and explained
• Identify the distinctions between a framework and a methodology, and explain why Scrum is referred to as a framework
• Describe 5 approaches to adopting an agile mentality
• Give two examples of how Agile and Scrum differ from one another and why the two phrases should not be used interchangeably

• Roles and difficulties of scrum masters
• Obligations and tasks of the product owner
• Roles and duties of the Development Team.

• Make a list of three strategies to enhance performance and turnaround time.
• Describe the duties that a Scrum Master and a Product Owner have.
• Explain why the roles of a Scrum Master and a product owner should not overlap by listing three contrasts between them.
• Talk about the role of the product owner as a bridge between the development team and the stakeholders.
• Emphasise why a Scrum Master facilitates rather than actively participates in Scrum activities and ceremonies.
• List three drawbacks of having a development team of fewer than three or more than ten people.

• Planned a sprint.
• Daily Scrum
• Reviewing Sprint.
• Sprint Evaluation.

• An explanation of sprint planning, daily scrum, sprint review, and retrospectives should be explained.
• Recognize the rationale behind a sprint's fixed scope and time limit.
• Give three approaches to prevent spillover from the sprint backlog.
• Discuss the five advantages of having a sprint objective and define sprint goals.
• Recognise the manner in which the Product Owner and Scrum Master should coordinate with the team and provide five suggestions for enhancing these interactions.
• Talk about the three negative effects of sprint cancellation and how to prevent it.
• List 10 sprint anti-patterns and understand how they affect delivery and turnaround time (examples: sprint cancellation, variable sprint length).

• Backlog for products.
• Sprint Backlog
• Increment in the Products

• Examples of key characteristics of a well-formed product backlog, such as estimated and prioritized.
• Talk about two duties that the development team, scrum master, and product owner have while building and maintaining a product backlog.
• Purpose of having a product backlog and the best methods for refining the product backlog.
• Discuss and analyze the optimal amount of time and resources to devote to refining the product backlog.
• Showcase three activities that take place during a sprint review, such as the budget, timeline, and release plan.
• List five anti-patterns for sprint reviews (such delayed acceptance) and their detrimental effects.

• Planning for Sprint Execution
• Management of flow
• Resolution conferences
• Communication (task board, story point-based sprint burndown chart, hours of effort)

• Describe the differences between daily standups and resolution meetings.
• Describe the advantages of working with product owners.
• List 3 drawbacks of excessive product owner collaboration.
• Give 3 examples of how to remove obstacles and work together.
• Create a sprint burndown chart and demonstrate it.
• Explain 3 methods the team can use to become more effective.

Topic

• Maintain Daily Scrum Activity.
• Sprint retrospective activities.

Learnings

• Describe the significance of the daily scrum meetings' 15-minute time limit.
• Give three contrasts between daily stand-ups and typical meetings.
• Describe the two roles that the Product Owner, Development team, and Scrum Master perform in daily scrum.
• List two duties that the development team, product owner, and scrum master have at the sprint retrospective.

• A feature's (user narrative or product backlog item) definition of "Done"
• Explanation of done for a sprint
• Definition of done for a release
• Defining done versus accepting standards
• Done-Done vs Done

• Describe the three stages of "definition of done": user story (building code, for example), sprint, and release (creating release notes, for example).
• Describe three advantages of the Definition of Done and why it can change over time.
• Create a wish list for the DoD (with a minimum of 7 items).
• Mention three dangers that a weak DoD poses.
• List the top 5 qualities of effective acceptance criteria.
• Recognise who should participate in creating the admission criteria.
• List three consequences of not adhering to the acceptance criteria.

• Explanation of Ready for user story
• Get the definition of Ready for sprint

• Make a comprehensive list of the Definition of Done.
• List three consequences of a poorly constructed Definition of Done.
• List at least three advantages of having a common Definition of Done for teams working on the same product backlog.
• Give two suggestions for enhancing the term done.
• Distinguish between "done" and "done done".

• About release planning
• Those involved in the release planning
• Releasing planned steps
• Results of the Release Planning

• Define and comprehend the release planning process.
• Give three advantages of a well-planned release.
• Describe three release planning outcomes.

• Definition
• Why and when to utilise a sprint burndown chart
• data obtained from the sprint burndown chart.

• Understand and define the sprint burndown chart.
• Identify the top 3 uses for burndown charts.
• Find out how to make a burndown chart and how to calculate it.
• Describe the process for modifying upcoming sprints depending on the burndown.
• List three important facts you learned from a burndown chart.
• Give a burndown chart's 5 benefits and 2 drawbacks.
• Recognise the five typical mistakes that cause burndown charts to contain inaccurate information.

• Definition of burn-up chart
• Features about it
• How to create a determined burn-up chart (steps)

• Recognise the significance of having a release goal (based on prior experience and consensus).
• Explain the significance of release burn-up in figuring out the situation as it is.
• Compare and contrast burndown and burn-up charts in two ways.
• Describe how to modify release planning, if necessary, in light of the fire down.
• Give one main reason why a burnup chart is preferable than a burndown chart.

Topic

• Recognise the significance of having a release goal (based on prior experience and consensus).
• How to plan a product.
• How to define product vision.
• How to build a backlog for products.
• A product roadmap.
• Minimum Marketable Features, also known as Minimum Releasable Features.
• Low-Risk Products.

Learnings

• Learnings about Product
• Planning & implementation about product
• RoadMap of the product

• How do user stories work
• User story elaboration and format
• INVEST standards

• Explain the definition of a user story, why it's important, and how it fits into real-world initiatives.
• Describe the three Cs of user stories.
• Describe the significance of acceptance criteria and provide three possible outcomes when they are not satisfied.

Topic

• Definition of Agile Estimation
• Benefits of it.
• Agile estimation Process.

Learnings

• Give five advantages of agile estimation, with examples.
• Decide which of the seven widely used Agile estimating approaches is appropriate for your project by understanding them all.
• Discuss three advantages of Planning Poker and Relative Estimation.
• List three mistakes people often make while utilising relative estimation, along with their consequences.
• Talk in depth about the five essential steps in planning poker.