Professional Scrum Master (PSM) Overview
The Professional Scrum Master training course is a two-day course that enhances the Scrum experience and skills of those who attend, reminding them of Scrum theory and intent and the core agile principles.
This Professional Scrum Master training leaves delegates feeling more confident in five key areas:
- The fundamentals of Scrum theory and principles.
- The Scrum framework.
- Cross functional self-organising teams.
- Coaching and facilitation.
- Maximising the effectiveness of a Scrum team.
Attending the Professional Scrum Master training course entitles delegates to two free attempts at the PSM I assessment, a globally-recognised certification (the second free attempt is only available if the first attempt is made within two weeks).
|Course Date||Course Venue||Booking link|
|22 – 23 March 2018||London, UK||Book Now|
|03 – 04 May 2018||London, UK||Book Now|
View scheduling for all our Professional Scrum Training.
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The Professional Scrum Master training course blends presentation, facilitated discussions, practical exercises and sharing of experiences. Many delegates have used Scrum or other agile frameworks in practice. Therefore, the trainer facilitates discussions on their experiences, relating these examples back to Scrum theory.
We support learning before and after the course through our unique portal, Menrva. This also provides every delegate with:
- Details of how best to prepare for the Professional Scrum Master training course.
- How to get in touch with the trainer before and after the course.
- Directions to the carefully selected venue and details for joining and attending.
- Access to a comprehensive set of guidance to help you pass the PSM I assessment.
- Immediate results for measurement of the effectiveness of the course.
Content of the Professional Scrum Master (PSM) Training Course
Theory and First Principles
Delegates explore the nature of software and the effect of uncertainty in planning and release management. We identify tools to help categorise work and match it to the framework and leadership style.
Scrum is an empirical process of regular inspection and adaption. This risk management strategy deals with complexity by frequently refining an imperfect plan rather than seeking to anticipate every variable through up-front design, architecture and requirements analysis.
The Scrum Framework
We define and describe the Scrum framework core elements and relate them back to agile principles and empiricism.
Delegates learn the accountabilities of the scrum master, product owner and development team, leading in to a discussion on the importance of clarity in knowing who does what. We explore the likely consequences of:
- A lack of clear product leadership or multiple product owners.
- A development team with no autonomy to make decisions hence no accountability for outcomes.
- Whether it’s really such a bad thing to “break the rules” of Scrum.
The delegates explore how transparency is provided by the Scrum artefacts. They see how the flow of requirements from idea to production is handled through the effective management of a product backlog, sprint backlog and product increment. We re-establish the purpose of the events in Scrum and their role in providing the formal opportunity to inspect and adapt the plan and process.
We discuss the role of the Scrum Master in ensuring the Scrum events deliver value by:
- Effective sprint planning to deliver the best possible set of features over the sprint.
- Using the daily scrum to re-focus on the sprint goal, expose impediments and adjust the plan for the day.
- Getting value out of sprint retrospectives by identifying tangible process improvements, driving up quality and improving sprint forecasts.
- Using sprint reviews to relentlessly drive towards maximising value rather than sticking to the plan.
Done and Undone
If Scrum was to be reduced to one purpose only, it would be the creation of Done Increments. We explore how the Scrum framework enacts this principle and establishes transparency of progress:
- Every Sprint is planned to result in a potentially shippable; done; increment.
- In order to maintain transparency over what done means, this status must be explicitly defined.
- Development teams create a definition of done before the first sprint and take ownership of the quality standards articulated in this document.
Teams are presented with a scenario for a life-critical product in a regulated environment and asked to create a definition of done. This raises the question of what to do when items on the definition of done take a long time, or involve external dependencies. Delegates are encouraged to see the constraints of the Scrum framework not as reason why “Scrum won’t work for us”, but rather an engineering challenge to be solved for the greater good of their product delivery capability.
Product Delivery with Scrum
A case study for a new product is presented with an established product vision and commercial context. Delegates take a practical look at the Scrum approach to creating a plan and delivering products, including core Scrum elements as well as a selection of mainstream complementary practices:
- Generating a product backlog.
- Relative sizing with story points.
- Ordering the product backlog by value; size; return on investment; risk; dependencies; development cohesion and any other relevant factors.
- Creating a release plan using velocity and product burndown charts.
People and Teams
What motivates commitment to the product, organisation and team? What if you didn’t have to rely on bonuses to drive people towards acheiving results? How can you be sure that people are working hard even when you are not checking up on them? We explore a range of tools, techniques and theories designed to help establish healthy team dynamics:
- Establishing intrinsic motivation by maximising autonomy, mastery and purpose.
- Levels of self-organisation from manager-led to self-directing.
- The affect of working on multiple projects at once: context switching driving down productivity.
- Communication issues arising from remote working and multiple time zones.
- Observing team behaviours and dealing with dysfunctions.
- Team formation through the gradual establishment of trust, effective collaboration and high performance.
- Understanding how teams deal with conflict: how complete harmony may be as undesirable as constant arguments.
- The role of the scrum master in leading teams to improve.
The Scrum Master
There is an in-depth look into the responsibilities and activities of a Professional Scrum Master, with exercises to practice these techniques.
Coaching is a key part of the Scrum Master role. Delegates use active listening and open questions to reveal problems and they coach individuals and teams to make a plan to resolve them. We present a simple coaching framework and apply it in an exercise that puts theory into practice.
The course explores opportunities to scale up the benefits of Scrum having established the basics:
- Increasing team effectiveness as a result of better collaboration, technology, quality.
- Eliminating low-value work from the backlog.
- Growing the product owner role.
- Growing the development team from a group of individuals to a collaborative team.
We then consider the case for using Scrum with multiple teams.
Unlike some Scrum or agile certifications that require only attendance, Scrum.org Professional Scrum certification requires a minimum score on a rigorous online test.
The Professional Scrum Master training course has two associated assessments with two levels of Scrum certification: PSM I and PSM II. By completing the Professional Scrum Master training course delegates will receive a password to take the PSM I assessment one-time following the course, and a discount on the PSM II, redeemable at any time after the class.