Daniel James Gullo · PRE‐COURSE WORK / HOMEWORK 13 Scrum Alliance Certifications 15 PRACTITIONER LEVEL 16 ADVANCED LEVEL 17 LEADERSHIP LEVEL 18 Certified ScrumMaster® (CSM) Exam

Certified ScrumMaster® (CSM) Mandatory Pre-class Work

Daniel James Gullo CEC, CST

The Definitive Certified ScrumMaster ® (CSM) Workbook 2 The Definitive Certified ScrumMaster® (CSM) Workbook 2

Rev: 01/03/19 1:37:00 PM Copyright © 2012-2019 - Daniel Gullo - All Rights Reserved

Copyright © 2012-2019 Daniel James Gullo Founder, Principal AgileTrainer.com® 736 Steelville Road Cochranville, PA 19330 [email protected] Disclaimer Every effort possible has been made to provide proper attribution for the sources in this training handbook. Any missed attribution or misattribution is unintentional. Please contact us immediately, and we will revise accordingly.



Table of Contents TERMS AND CONDITIONS 5 ABOUT DANIEL JAMES GULLO 9 PRE‐COURSE WORK / HOMEWORK 13 Scrum Alliance Certifications 15 PRACTITIONER LEVEL 16 ADVANCED LEVEL 17 LEADERSHIP LEVEL 18 Certified ScrumMaster® (CSM) Exam Reference 19 International Consortium for Agile (ICAgile) 37 Roadmap Overview 39 Agile Learning Journey 40 PMP and PMI-ACP 41 How To Log PMI PDUs 42 History of Lean Evolution of Lean 45 The Scrum Guide™ 51 Bibliography 21 Culturama 24





TERMS AND CONDITIONS These Terms and Conditions apply to ALL courses offered by AgileTrainer.com®. There are also specific details associated with the Certified ScrumMaster® (CSM) and Certified Scrum Product Owner® (CSPO) courses. SCRUM ALLIANCE CONTENT OUTLINE AND LEARNING OBJECTIVES The CSM and CSPO are Scrum specific courses. While we may make mention of other frameworks, values, principles, practices, methodologies, etc. the goal of these classes is to learn about the ScrumMaster role and the Product Owner role for Scrum in accordance with the respective Content Outline and Learning Objectives (COaLOs) required by the Scrum Alliance. The goal of certification classes is not to solve each student's issues in their organization. Rather, the classes will instill values, principles, and practices that enable every student to be a change agent in their organization; i.e. to creatively develop solutions to the problems that Scrum practices reveal in the organization. Each of these classes are ENTRY LEVEL certifications offered by the Scrum Alliance. As such, the scope of practice for the CSM and CSPO involves a single Scrum Team and a Product that the single Scrum Team could conceivably undertake. The instructor reserves the right to declare questions outside the scope of this class at his discretion. While both the CSM and CSPO adhere strictly to the COaLOs from the Scrum Alliance for the respective certifications, the instructor has also included helpful information that supports, compliments, and augments the COaLOs. All material covered is included at the instructor's discretion. WILL WE TALK ABOUT… Tools? Only briefly and at a high level. The class is focused on Scrum itself as a set of practices. In keeping with the Agile Manifesto, we favor: Individuals and interactions OVER processes and tools Distributed Teams? Only briefly and at a high level. In keeping with the Agile Manifesto: The most efficient and effective method of conveying information to and within a Development Team is face-to-face conversation. Scaling? Scaling involves application of various practices within Scrum across an entire organization. It also requires knowledge of many supporting disciplines and concepts outside the scope of just Scrum itself. The scope of the COaLOs for this course apply to only a single Scrum Team for a single product which is the size suitable for a single Scrum Team. My Organization? Only briefly and at a high level. We will entertain as many questions as possible and provide opportunities for sharing about your organization. However, given that there may be 15-30 other organizations represented in the classroom, we won't have time to focus solely on solving any single person's issues. If you are interested in a class that would focus EXCLUSIVELY on your organization while learning the CSM and CSPO concepts, please contact us about holding a private, onsite training course. CLASS PROVISIONS Free Coaching When students take a CSM Course with AGILETRAINER.COM®, they also receive FREE coaching beyond the class. If a student has questions or a need for light mentoring/coaching, they can contact AGILETRAINER.COM® via Email and we will respond within 2-3 days. If the effort is more involved, AGILETRAINER.COM® may recommend additional coaching / mentoring time on a paid basis. Free Networking / Career Help All students are sent an optional LinkedIn connection request from Daniel Gullo so that the student can become part of the support network that Daniel and AGILETRAINER.COM® provide. Real World Agility: Practical Guidance for Agile Practitioners In addition to the workbook for the course, students receive a copy of Daniel Gullo’s book Real World Agility. Every attempt is made to ensure that each student does receive a copy. However, in some rare cases, it may not be possible to provide this benefit to the student. AgileTrainer LLC accepts no responsibility or liability if a student does not receive a copy of the book. The book may be purchased from Amazon, Barnes and Noble, and other similar retail stores. ATTENDANCE Because the certification requirements set forth by the Scrum Alliance REQUIRE two (2) full days of classroom instruction, NO CLASS TIME may be missed during these two days. If a student misses ANY class time for any reason, they not be permitted to continue. Any student who is unable to meet the attendance requirements may reschedule at a time when they can devote the necessary time and attention to the course. An additional surcharge will be added to cover logistical costs incurred. The course format has been designed for groups of various sizes ranging from 5 to 100 attendees. Due to the administrative time required for larger groups, it is possible, though not guaranteed, that smaller classes may end earlier than planned. This is also the case where the attendees opt for fewer breaks, working lunches, or there are simply not as many questions asked, etc. It is the sole discretion and prerogative of the instructor to decide whether the class may be dismissed and whether the Learning Objectives have been met or not. ELECTRONIC DEVICES Because the certification requirements set forth by the Scrum Alliance require two (2) full days of classroom instruction, two (2) full days of participation in class are necessary and required. Therefore, electronics may ONLY be used at appointed break times. If a student does not adhere to this rule, they will be asked to leave the class. No refunds or certification will be granted. Any student who is asked to leave may reschedule at a time when they

can devote the necessary time and attention to the course. An additional surcharge will be added to cover logistical costs incurred. CSM EXAM When students take a CSM Course with AGILETRAINER.COM®, they leave fully prepared to assume the role of CSM; with a deep foundation in Agile. However, per the Scrum Alliance rules, a student is NOT officially certified as a CSM until they: 1) take and pass the CSM exam and 2) accept the CSM license agreement. Daniel Gullo has prepared a guide for the CSM exam to ensure that students are able to: log-in, access the CSM exam, and ultimately get the certification in a timely manner. For more information about the CSM Exam, please see: Becoming A Certified ScrumMaster on the Scrum Alliance website. Any support questions during the exam should be directed to: [email protected] Students must attain a passing score on the CSM Exam to complete the certification (currently 24/35). Thus, while AGILETRAINER.COM® attempts to prepare each student for success through the classroom experience and is there to support you through the process of taking the test, actually passing the exam is dependent upon each student's abilities and performance. CLASS WORK PRODUCTS AND OTHER ARTIFACTS Anything created or shared by the attendees in class becomes the property of the instructor and AGILETRAINER.COM®. These work products and artifacts may be used freely by the instructor or AGILETRAINER.COM® for marketing and training purposes. Photographs and/or video may be captured during the class for training and marketing purposes. The ownership of these materials remains with the instructor and AGILETRAINER.COM®. Usage of these materials is solely at the discretion of the instructor and AGILETRAINER.COM®. REFUND POLICY If registration is cancelled from the time of registration to two weeks before the first day of class, 75% of the registration fee will be refunded. The 25% withheld is applied to administrative costs. Due to the very stringent policies of the Scrum Alliance, there will be NO REFUNDS issued within two weeks prior to the first day of class. If a student fails to complete a class and requires rescheduling of the class, there will be an additional service charge of 25% due to charges incurred by venues, catering, and other administrative fees. CLASS CANCELLATION From time to time, we may find it necessary to cancel a class, e.g. due to illness, insufficient number of students, force majeure, weather, etc. In the event that a class is cancelled, we will issue a refund for the class registration fee. All other costs incurred are the student's own responsibility. Refunds will be given in a timely manner according to the policy set forth by the payment processor (e.g. PayPal, Eventbrite, etc.) CO-INSTRUCTOR / SUBSTITUTIONS From time to time, AGILETRAINER.COM® works with aspiring trainers who will be teaching portions of the class. In some cases, when the aspiring trainer has reached the level when they are ready to become a fully-fledged CST, AGILETRAINER.COM® may allow the co-instructor to teach the entire class with Daniel Gullo providing additional commentary, input, and oversight. This has no effect on the certification process for the course. ACCEPTANCE Agreement to these terms is indicated by the student's registration for the respective class(es) and ongoing participation; i.e. if you remain in class, it indicates that you agree to the terms. MATERIALS Both the CSM and CSPO provide a workbook that includes reference materials, fill-in-the blanks, area for taking notes, etc. Other various supplies are also provided; such as Post-it notes, pens, pipe cleaners (optional), etc. Currently, there are no slides for the course. On occasion, the trainer may use a slide deck, which is mostly a collection of photographs with title headings. Material that is shown on the slides is echoed in the workbook; so, please don't ask for a copy of the slides. Thanks! CLASS SIZE Typical class size for the United States ranges between 10-30 students with the average somewhere around 15. Class sizes in India range between 45-100 with the average somewhere around 60. There is no guarantee in terms of the class size. As with most things in life, students often delay until the last possible moment to register for the class. If you are concerned about reserving a seat, it is recommended that you reserve early. CLASSROOM ATTIRE Because the classes involve moving around and require attendance for the entire day, students should plan to wear very comfortable, casual, but modest clothing so that there is no restriction of movement. Classroom temperatures can be extreme due to imprecise HVAC controls. With many other attendees, opinions vary significantly on what is “comfortable”. Please make sure to bring a sweater if you get cold easily or wear very light clothing if you are typically warm. MEALS Typically, AGILETRAINER.COM® allows students to make their own lunch arrangements; i.e. we usually do not provide food. We frequently offer the option of a working lunch at the instructor’s discretion and in accordance with the students’ wishes. AGILETRAINER.COM® provides ample amounts of water throughout the day. In some instances, coffee, tea, soft drinks, and simple food MAY be provided. If food is provided, AGILETRAINER.COM® accepts no responsibility for ensuring that a student’s choice of meal will be available. If you have special dietary needs or restrictions, then please plan to bring your own lunch including a cooler if you require refrigeration or make other arrangements. GRANTING CERTIFICATION AGILETRAINER.COM® does not grant certification but rather, submits the student to the Scrum Alliance for consideration. In MOST cases, for both the CSM and CSPO, you will receive your certification Email from Scrum Alliance with additional instructions at the end of the second day of class.



The Scrum Alliance CSM requirements currently include a 35-question exam; which the student must pass with a score of 24 or better. The CSPO currently requires that you merely attend both full days of class. In both cases, the instructor will upload your information to the Scrum Alliance sometime on the second day. Additional details are provided on the first day of class. You are not free to leave the class until the instructor dismisses you on the second day; i.e. the expectation is that you will stay for the entire class. Students who leave the class before the instructor dismisses them have not met the requirements for the respective certification. If this happens, the instructor will not submit the student to Scrum Alliance and will notify them that the student has not completed the course. COURSE PRE-REQUISITES There is pre-course "homework" in terms of reading assignments. Each student MUST do the pre-work or there is risk that they will fail the CSM exam. It is also designed to help students prepare themselves for the discussions and material covered in class. The homework is absolutely mandatory and strenuously encouraged. The values and principles of Agile and practices of Scrum are very simple, but not easy. The more exposure a student can get reinforces the concepts in their minds. PMI PROFESSIONAL DEVELOPMENT UNITS (PDUS) The Project Management Institute (PMI) has determined that the CSM and CSPO are worth 16 PDUs. 1 PDU = 1 contact hour of instruction Logging PDUs with PMI The student is responsible for figuring out how to log the PDUs on their own; i.e. this is a self-reporting activity which will require the student to enter the information themselves rather than finding information about AGILETRAINER.COM® or the course in a dropdown box. Instructions and guidance on using CCRS are available on the PMI website or by contacting PMI support. SCRUM ALLIANCE SCRUM EDUCATION UNITS (SEUS) The Scrum Alliance (SA) has determined that the CSM and CSPO are each worth 16 SEUs. 1 SEU = 1 contact hour of instruction How do I log SEUs? When attending a Scrum Alliance certification course, the SEUs are typically recorded automatically in your profile. More information can be found by visiting the CSP page on the Scrum Alliance website. This includes how to log other SEUs in the Scrum Alliance system. CLASS HOURS AND ARRIVAL AGILETRAINER.COM® does not provide breakfast for attendees. Since the course starts at 8:00 AM sharp, students should plan to arrive precisely at 7:45 AM so that they are not late. PLEASE DO NOT ARRIVE EARLIER THAN 7:45 AM so that the instructor can complete the preparation of the classroom. All students should plan to be in the class from 8:00 AM to 5:00 PM. There are no exceptions. If you are unable to be in the class for the full length of the class, you may reschedule when you are able to be in attendance for entire 2-day class period. A service charge will apply when rescheduling your class for a different time. LEAVING CLASS EARLY “I have a meeting that I need to dial-in to during the class… (or other reasons for leaving early)” If you are unable to reschedule or miss your other meetings/appointments, you are free to reschedule the class at a time when you can devote your complete attention for 2 full days, as required by Scrum Alliance. If you miss class time due to a meeting or other reason, you will be dropped from the class. You can reschedule the class at a time when you are able to devote your

complete attention to the class. A service charge will apply when rescheduling your class for a different time. ICAGILE CERTIFIED PROFESSIONAL – AGILE FUNDAMENTALS This course has been reviewed and approved by ICAgile for meeting the Learning Objectives of the ICAgile Certified Professional – Agile Fundamentals (ICP-AF). As such, your information will also be uploaded to the ICAgile system and you will receive an Email with additional instructions for claiming your certification. REPARATIONS Because AGILETRAINER.COM® is dedicated to continuous improvement and customer delight, if the class does not meet your expectations or you have any feedback or comments about the course, you agree to first contact AGILETRAINER.COM® to state the issue(s) and to allow AGILETRAINER.COM® to settle the matter. Contacting Scrum Alliance should be reserved for those situations where the instructor or AGILETRAINER.COM® have violated the Ethics Agreement or Terms and Conditions for Registered Education Providers (REPs) or Certified Scrum Trainer® (CST). Any other complaint to the Scrum Alliance would be frivolous and against the spirit of Agile which favors Individuals and Interactions, Customer Collaboration, Openness, Respect, and Courage. RECORDING Recording audio and/or video of the class without the instructor’s express, written permission is forbidden. Any unauthorized recordings of the class are grounds for immediately dismissal from the course without a refund. Further, AGILETRAINER.COM® may seek civil action in response to unauthorized recordings. Just don’t do it, please. ACCEPTANCE Agreement to these terms is indicated by the student's registration for the respective class(es), ongoing participation, and/or signature on this form. That is, if you do not sign the form but remain in class, it indicates that you agree to the terms, which were given to you prior to registering and at the time that registration was confirmed.

I have read, understand, and agree to these Terms and Conditions. Signature Date



TERMS AND CONDITIONS These Terms and Conditions apply to ALL courses offered by AgileTrainer LLC® . There are also specific details associated with the Certified ScrumMaster® (CSM) and Certified Scrum Product Owner® (CSPO) courses. SCRUM ALLIANCE CONTENT OUTLINE AND LEARNING OBJECTIVES The CSM and CSPO are Scrum specific courses. While we may make mention of other frameworks, values, principles, practices, methodologies, etc. the goal of these classes is to learn about the ScrumMaster role and the Product Owner role for Scrum in accordance with the respective Content Outline and Learning Objectives (COaLOs) required by the Scrum Alliance. The goal of certification classes is not to solve each student's issues in their organization. Rather, the classes will instill values, principles, and practices that enable every student to be a change agent in their organization; i.e. to creatively develop solutions to the problems that Scrum practices reveal in the organization. Each of these classes are ENTRY LEVEL certifications offered by the Scrum Alliance. As such, the scope of practice for the CSM and CSPO involves a single Scrum Team and a Product that the single Scrum Team could conceivably undertake. The instructor reserves the right to declare questions outside the scope of this class at his discretion. While both the CSM and CSPO adhere strictly to the COaLOs from the Scrum Alliance for the respective certifications, the instructor has also included helpful information that supports, compliments, and augments the COaLOs. All material covered is included at the instructor's discretion. WILL WE TALK ABOUT… Tools? Only briefly and at a high level. The class is focused on Scrum itself as a set of practices. In keeping with the Agile Manifesto, we favor: Individuals and interactions OVER processes and tools Distributed Teams? Only briefly and at a high level. In keeping with the Agile Manifesto: The most efficient and effective method of conveying information to and within a Development Team is face-to-face conversation. Scaling? Scaling involves application of various practices within Scrum across an entire organization. It also requires knowledge of many supporting disciplines and concepts outside the scope of just Scrum itself. The scope of the COaLOs for this course apply to only a single Scrum Team for a single product which is the size suitable for a single Scrum Team. My Organization? Only briefly and at a high level. We will entertain as many questions as possible and provide opportunities for sharing about your organization. However, given that there may be 15-30 other organizations represented in the classroom, we won't have time to focus solely on solving any single person's issues. If you are interested in a class that would focus EXCLUSIVELY on your organization while learning the CSM and CSPO concepts, please contact us about holding a private, onsite training course. CLASS PROVISIONS Free Coaching When students take a CSM Course with AGILETRAINER.COM®, they also receive FREE coaching beyond the class. If a student has questions or a need for light mentoring/coaching, they can contact AGILETRAINER.COM® via Email and we will respond within 2-3 days. If the effort is more involved, AGILETRAINER.COM® may recommend additional coaching / mentoring time on a paid basis. Free Networking / Career Help All students are sent an optional LinkedIn connection request from Daniel Gullo so that the student can become part of the support network that Daniel and AGILETRAINER.COM® provide. Real World Agility: Practical Guidance for Agile Practitioners In addition to the workbook for the course, students receive a copy of Daniel Gullo’s book Real World Agility. Every attempt is made to ensure that each student does receive a copy. However, in some rare cases, it may not be possible to provide this benefit to the student. AgileTrainer LLC accepts no responsibility or liability if a student does not receive a copy of the book. The book may be purchased from Amazon, Barnes and Noble, and other similar retail stores. ATTENDANCE Because the certification requirements set forth by the Scrum Alliance REQUIRE two (2) full days of classroom instruction, NO CLASS TIME may be missed during these two days. If a student misses ANY class time for any reason, they not be permitted to continue. Any student who is unable to meet the attendance requirements may reschedule at a time when they can devote the necessary time and attention to the course. An additional surcharge will be added to cover logistical costs incurred. The course format has been designed for groups of various sizes ranging from 5 to 100 attendees. Due to the administrative time required for larger groups, it is possible, though not guaranteed, that smaller classes may end earlier than planned. This is also the case where the attendees opt for fewer breaks, working lunches, or there are simply not as many questions asked, etc. It is the sole discretion and prerogative of the instructor to decide whether the class may be dismissed and whether the Learning Objectives have been met or not. ELECTRONIC DEVICES Because the certification requirements set forth by the Scrum Alliance require two (2) full days of classroom instruction, two (2) full days of participation in class are necessary and required. Therefore, electronics may ONLY be used at appointed break times. If a student does not adhere to this rule, they will be asked to leave the class. No refunds or certification will be granted. Any student who is asked to leave may reschedule at a time when they

can devote the necessary time and attention to the course. An additional surcharge will be added to cover logistical costs incurred. CSM EXAM When students take a CSM Course with AGILETRAINER.COM®, they leave fully prepared to assume the role of CSM; with a deep foundation in Agile. However, per the Scrum Alliance rules, a student is NOT officially certified as a CSM until they: 1) take and pass the CSM exam and 2) accept the CSM license agreement. Daniel Gullo has prepared a guide for the CSM exam to ensure that students are able to: log-in, access the CSM exam, and ultimately get the certification in a timely manner. For more information about the CSM Exam, please see: Becoming A Certified ScrumMaster on the Scrum Alliance website. Any support questions during the exam should be directed to: [email protected] Students must attain a passing score on the CSM Exam to complete the certification (currently 24/35). Thus, while AGILETRAINER.COM® attempts to prepare each student for success through the classroom experience and is there to support you through the process of taking the test, actually passing the exam is dependent upon each student's abilities and performance. CLASS WORK PRODUCTS AND OTHER ARTIFACTS Anything created or shared by the attendees in class becomes the property of the instructor and AGILETRAINER.COM®. These work products and artifacts may be used freely by the instructor or AGILETRAINER.COM® for marketing and training purposes. Photographs and/or video may be captured during the class for training and marketing purposes. The ownership of these materials remains with the instructor and AGILETRAINER.COM®. Usage of these materials is solely at the discretion of the instructor and AGILETRAINER.COM®. REFUND POLICY If registration is cancelled from the time of registration to two weeks before the first day of class, 75% of the registration fee will be refunded. The 25% withheld is applied to administrative costs. Due to the very stringent policies of the Scrum Alliance, there will be NO REFUNDS issued within two weeks prior to the first day of class. If a student fails to complete a class and requires rescheduling of the class, there will be an additional service charge of 25% due to charges incurred by venues, catering, and other administrative fees. CLASS CANCELLATION From time to time, AGILETRAINER.COM® may find it necessary to cancel a class, e.g. due to illness, insufficient number of students, force majeure, weather, etc. In the event that a class is cancelled, AGILETRAINER.COM® will issue a refund for the class registration fee. All other costs incurred are the student's own responsibility. Refunds will be given in a timely manner according to the policy set forth by the payment processor (e.g. PayPal, Eventbrite, etc.) CO-INSTRUCTOR / SUBSTITUTIONS From time to time, AGILETRAINER.COM® works with aspiring trainers who will be teaching portions of the class. In some cases, when the aspiring trainer has reached the level when they are ready to become a fully-fledged CST, AGILETRAINER.COM® may allow the co-instructor to teach the entire class with Daniel Gullo providing additional commentary, input, and oversight. This has no effect on the certification process for the course. ACCEPTANCE Agreement to these terms is indicated by the student's registration for the respective class(es) and ongoing participation; i.e. if you remain in class, it indicates that you agree to the terms. MATERIALS Both the CSM and CSPO provide a workbook that includes reference materials, fill-in-the blanks, area for taking notes, etc. Other various supplies are also provided; such as Post-it notes, pens, pipe cleaners (optional), etc. Currently, there are no slides for the course. On occasion, the trainer may use a slide deck, which is mostly a collection of photographs with title headings. Material that is shown on the slides is echoed in the workbook; so, please don't ask for a copy of the slides. Thanks! CLASS SIZE Typical class size for the United States ranges between 10-30 students with the average somewhere around 15. Class sizes in India range between 45-100 with the average somewhere around 60. There is no guarantee in terms of the class size. As with most things in life, students often delay until the last possible moment to register for the class. If you are concerned about reserving a seat, it is recommended that you reserve early. CLASSROOM ATTIRE Because the classes involve moving around and require attendance for the entire day, students should plan to wear very comfortable, casual, but modest clothing so that there is no restriction of movement. Classroom temperatures can be extreme due to imprecise HVAC controls. With many other attendees, opinions vary significantly on what is “comfortable”. Please make sure to bring a sweater if you get cold easily or wear very light clothing if you are typically warm. MEALS Typically, AGILETRAINER.COM® allows students to make their own lunch arrangements; i.e. we usually do not provide food. We frequently offer the option of a working lunch at the instructor’s discretion and in accordance with the students’ wishes. AGILETRAINER.COM® provides ample amounts of water throughout the day. In some instances, coffee, tea, soft drinks, and simple food MAY be provided. If food is provided, AGILETRAINER.COM® accepts no responsibility for ensuring that a student’s choice of meal will be available. If you have special dietary needs or restrictions, then please plan to bring your own lunch including a cooler if you require refrigeration or make other arrangements. GRANTING CERTIFICATION AGILETRAINER.COM® does not grant certification but rather, submits the student to the Scrum Alliance for consideration. In MOST cases, for both the CSM and CSPO, you will receive your



certification Email from Scrum Alliance with additional instructions at the end of the second day of class. The Scrum Alliance CSM requirements currently include a 35-question exam; which the student must pass with a score of 24 or better. The CSPO currently requires that you merely attend both full days of class. In both cases, the instructor will upload your information to the Scrum Alliance sometime on the second day. Additional details are provided on the first day of class. You are not free to leave the class until the instructor dismisses you on the second day; i.e. the expectation is that you will stay for the entire class. Students who leave the class before the instructor dismisses them have not met the requirements for the respective certification. If this happens, the instructor will not submit the student to Scrum Alliance and will notify them that the student has not completed the course. COURSE PRE-REQUISITES There is pre-course "homework" in terms of reading assignments. Each student MUST do the pre-work or there is risk that they will fail the CSM exam. It is also designed to help students prepare themselves for the discussions and material covered in class. The homework is absolutely mandatory and strenuously encouraged. The values and principles of Agile and practices of Scrum are very simple, but not easy. The more exposure a student can get reinforces the concepts in their minds. PMI PROFESSIONAL DEVELOPMENT UNITS (PDUS) The Project Management Institute (PMI) has determined that the CSM and CSPO are worth 16 PDUs. 1 PDU = 1 contact hour of instruction Logging PDUs with PMI The student is responsible for figuring out how to log the PDUs on their own; i.e. this is a self-reporting activity which will require the student to enter the information themselves rather than finding information about AGILETRAINER.COM® or the course in a dropdown box. Instructions and guidance on using CCRS are available on the PMI website or by contacting PMI support. SCRUM ALLIANCE SCRUM EDUCATION UNITS (SEUS) The Scrum Alliance (SA) has determined that the CSM and CSPO are each worth 16 SEUs. 1 SEU = 1 contact hour of instruction How do I log SEUs? When attending a Scrum Alliance certification course, the SEUs are typically recorded automatically in your profile. More information can be found by visiting the CSP page on the Scrum Alliance website. This includes how to log other SEUs in the Scrum Alliance system. CLASS HOURS AND ARRIVAL AGILETRAINER.COM® does not provide breakfast for attendees. Since the course starts at 8:00 AM sharp, students should plan to arrive precisely at 7:45 AM so that they are not late. PLEASE DO NOT ARRIVE EARLIER THAN 7:45 AM so that the instructor can complete the preparation of the classroom. All students should plan to be in the class from 8:00 AM to 5:00 PM. There are no exceptions. If you are unable to be in the class for the full length of the class, you may reschedule when you are able to be in attendance for entire 2-day class period. A service charge will apply when rescheduling your class for a different time. LEAVING CLASS EARLY “I have a meeting that I need to dial-in to during the class… (or other reasons for leaving early)” If you are unable to reschedule or miss your other meetings/appointments, you are free to reschedule the class at a time when you can devote your complete attention for 2 full days, as required by Scrum Alliance. If you miss class time due to a meeting or other reason, you will be dropped from the class. You can reschedule the class at a time when you are able to devote your

complete attention to the class. A service charge will apply when rescheduling your class for a different time. ICAGILE CERTIFIED PROFESSIONAL – AGILE FUNDAMENTALS This course has been reviewed and approved by ICAgile for meeting the Learning Objectives of the ICAgile Certified Professional – Agile Fundamentals (ICP-AF). As such, your information will also be uploaded to the ICAgile system and you will receive an Email with additional instructions for claiming your certification. REPARATIONS Because AGILETRAINER.COM® is dedicated to continuous improvement and customer delight, if the class does not meet your expectations or you have any feedback or comments about the course, you agree to first contact AGILETRAINER.COM® to state the issue(s) and to allow AGILETRAINER.COM® to settle the matter. Contacting Scrum Alliance should be reserved for those situations where the instructor or AGILETRAINER.COM® have violated the Ethics Agreement or Terms and Conditions for Registered Education Providers (REPs) or Certified Scrum Trainer® (CST). Any other complaint to the Scrum Alliance would be frivolous and against the spirit of Agile which favors Individuals and Interactions, Customer Collaboration, Openness, Respect, and Courage. RECORDING Recording audio and/or video of the class without the instructor’s express, written permission is forbidden. Any unauthorized recordings of the class are grounds for immediately dismissal from the course without a refund. Further, AGILETRAINER.COM® may seek civil action in response to unauthorized recordings. Just don’t do it, please. ACCEPTANCE Agreement to these terms is indicated by the student's registration for the respective class(es), ongoing participation, and/or signature on this form. That is, if you do not sign the form but remain in class, it indicates that you agree to the terms, which were given to you prior to registering and at the time that registration was confirmed.

Student Copy

The Definitive Certified ScrumMaster® (CSM) Workbook 9


About Daniel James Gullo CEC, CST

Lifetime Pursuit of Excellence and Improvement

Daniel is a well-known and highly regarded servant of the Agile community. His tireless dedication has earned him the distinction of The Most Valuable Agile Professional award for 2015, The Most Valuable Agile Professional award for 2016, and Most Popular Scrum Professional for 2016. Daniel knows what it takes to make businesses successful. A lifelong entrepreneur, Daniel’s portfolio of clients is long and distinguished, including many Fortune 100, Fortune 500, and federal government clients. Daniel is founder and advisor to Agile Delaware. His experience includes numerous keynote addresses and workshop sessions. He was Conference Chair for the 2015 Scrum Gathering in Phoenix and 2013 Scrum Gathering in Las Vegas. He has coached other conference chairs for both Scrum Gatherings and Agile Alliance events. Daniel has served on the Trainer Acceptance Committee (TAC) for the Certified Scrum Trainer (CST) certification program. He has also been a reviewer of Certified Enterprise Coach (CEC) applications. Daniel is a founding member of the Scrum Coaching Retreat Planning Committee; host of numerous Coaches Clinic events; and facilitator of many Open Space Events. Daniel is a prolific contributor to online forums and has given much of his free time to mentoring candidates for CST and CEC, earning him accolades for his efforts from the community. He was also a mentor for The Laudato Si' Challenge, a Vatican-sponsored startup accelerator program inspired by Pope Francis. Daniel’s book Real World Agility: Practical Guidance for Agile Practitioners includes practical, real world answers. For more information, visit: http://www.realworldagility.com Daniel is host and founder of AgileNEXT: The NEXT Generation Agile Talk Show For more information, visit: http://www.agilenext.tv Daniel is currently working on his PhD in Organizational Development and Change (Cybernetics) from Fielding Graduate University, Santa Barbara, California



http://www.RealWorldAgility.com



http://www.AgileNEXT.tv



“Empty your cup so that it may be filled; become devoid to gain totality.”

― Bruce Lee

ScrumMaster The Master of Scrum



Pre-course Work / Homework





Scrum Alliance Certifications



PRACTITIONER LEVEL

Requirements for certification are continually changing. Please refer to the Scrum Alliance website for the latest information on certifications:

https://www.scrumalliance.org/certifications



ADVANCED LEVEL





LEADERSHIP LEVEL





Certified ScrumMaster® (CSM) Exam Reference Daniel James Gullo CEC, CST



CSM® Test FAQs Why did you update the test? Scrum Alliance wanted to increase the rigor of the CSM certification by determining, based on validation from active practitioners in the field, the knowledge, skills, and abilities necessary for the CSM certification. We also wanted to involve our community to validate what is important in the Scrum Master role and to then test on those various key areas. How did you update the test? We partnered with Prometric, a leading test development company, as well as subject matter experts from the Scrum Alliance community. We surveyed over 300,000 Scrum Alliance certificants and had five in-person meetings with over 40 Scrum Alliance SMEs who held a CSP®, CTC, CEC, or CST®. More details on what transpired at each meeting may be found on our Education Blog. How long is the test and what is the passing score? Each of the four versions of the test will contain 50 questions and candidates will have one hour to complete it. The passing score is 74%. This was determined by subject matter experts (SMEs) from the Scrum Alliance community working in partnership with Scrum Alliance and Prometric, an industry leader in test development. Are any of the current guidelines changing? None of the guidelines related to retaking the CSM test will change. Currently, if a person fails his or her first attempt to pass the CSM test, they are given one free retake opportunity. Subsequent attempts incur a $25 charge to cover administrative expenses. The retake must be taken within 90 days of the initial attempt. On the new test, individuals will not be able to see which question(s) they answered wrong or the correct answer. Instead, they will receive general results at the end of the test as to which areas they excelled or need to improve in. This is to protect the integrity of the test. How will the students be able to take the test? Students will be able to take the test online from any computer in the world from the comfort of their home, work, or other location. The test will not be proctored. Will the CSM test be translated into other languages? Yes, the CSM test will be translated into the following languages: Brazilian Portuguese, Chinese, Czech, Danish, English, French, German, Hebrew, Italian, Japanese, and Spanish. The translation process will be completed by the end of January 2019, so the English test will be launched before other languages. What is the test blueprint, and does it match with the LOs? The test blueprint may be found on our Education Blog and on the main CSM page. The test blueprint matches with the most current version of the 2018 LOs which were updated in December 2018. Additionally, the 2018 CSM LOs are aligned with the November 2017 Scrum Guide. The current LOs can be found on the Scrum Alliance CSM certification webpage and also on Trainer and Coach dashboards under “Resources.” When will the CSPO® test launch? We anticipate inspecting and adapting the launch of the CSM test and learning from the experience. We plan on launching the CSPO test in the 2nd quarter of 2019.



CSM Domains CSM should demonstrate knowledge of… % of CSM test

A. SCRUM AND AGILE Four values of the Agile Manifesto

6% Twelve principles of the Agile Manifesto

Definition of Scrum

Relationship of Scrum to Agile

B. SCRUM THEORY Empirical process control as it relates to Scrum

6% The 3 pillars of empirical process control and their importance

How and why "incremental" is an important characteristic of Scrum

How and why "iterative" is an important characteristic of Scrum

Applicability of Scrum (addresses complex adaptative problems across multiple industries)

C. SCRUM VALUES Identify the five Scrum values

6% How and why commitment is an important Scrum value

How and why courage is an important Scrum value

How and why focus is an important Scrum value

How and why openness is an important Scrum value

How and why respect is an important Scrum value

D. SCRUM TEAM Why self-organizing is an important characteristic of Scrum Teams

20% Why cross-functional is an important characteristic of Scrum Teams

Identify the roles on the Scrum Team

Identify the responsibilities and characteristics of the Scrum Master

Identify the responsibilities and characteristics of the Scrum Product Owner

Identify the responsibilities and characteristics of the Scrum Development Team

E. SCRUM MASTER Understanding responsibilities and characteristics of the Scrum Master -- servant leader for the Scrum

Team

22% Scrum Master service to the Organization -- coaching, facilitation, removing impediments

Scrum Master service to the Development Team -- coaching, facilitation, removing

impediments

Scrum Master service to the Product Owner -- coaching, facilitation, removing

impediments

F. SCRUM EVENTS Characteristics, value and/or purpose of the Sprint

20% Sprint Planning -- characteristics, value, purpose and/or role of participants

Daily Scrum -- characteristics, value, purpose and/or role of participants

Sprint Review -- characteristics, value, purpose and/or role of participants

Retrospective -- characteristics, value, purpose and/or role of participants

G. SCRUM ARTIFACTS Understand the purpose and value of Scrum artifacts

20%

Identify Scrum artifacts

Product Backlog - characteristics, value and purpose

Sprint Backlog -- characteristics, value and purpose

Increment -- characteristics, value and purpose

Understanding importance of transparency of artifacts to evaluate value and risk

Identify the downsides of lack of transparency

Importance of establishing the Definition of Done

Characteristics of Product Backlog items



You are NOT certified as a CSM until you

take the exam!!

If you have any questions, issues, concerns, etc. with your account, the test, or

anything beyond the class you MUST contact

Scrum Alliance:

[email protected]



International Consortium for Agile (ICAgile)





Roadmap Overview

Requirements for certification are continually changing. Please refer to the ICAgile website for the latest information on certifications:

https://icagile.com/



Agile Learning Journey

By Kokcharov [CC BY-SA 4.0 (https://creativecommons.org/licenses/by-sa/4.0)], from Wikimedia Commons



PMP and

PMI-ACP



How To Log PMI PDUs

Over the years, both the CSM and CSPO courses have been evaluated by PMI and Scrum Alliance. In keeping with the guideline of 1 contact hour = 1 PDU and given a two (2) full day course with approximately 8 hours each day, these courses provide 16 PDUs.

Because we are not an REP of PMI, these classes are not listed in the PMI CCRS system for selection. Instead, you must manually enter all of the information for the PDU claim.

FIRST, login to your MyPMI account. NEXT, click

on the link for “Report PDUs”:



NEXT, click on “Course or Training”:

44 The Definitive Certified ScrumMaster® (CSM) Workbook 44


FINALLY, fill in all the information manually into the form and click Submit:

NOTE: You can put whatever you want in the form since you are self‐reporting the

PDUs. Also, only the Provider, Activity, Date Started, Date Completed and PDUs

Claimed fields are required. The others are OPTIONAL.



History of Lean



Evolution of Lean

Sou

rce:

Ric

k La

dd, h

ttps:

//ric

klad

d.co

m/2

010/

10/1

8/th

e-ev

olut

ion-

of-le

an-a

-tim

elin

e/



7 Lean Manufacturing Principles

1. Reduction of waste

2. Seeking Kaizen – strive for perfection

3. Defining the sequence

4. Respect your Employees

5. Uniform Levels of Production

6. Just-in-Time Production

7. Build Quality In



7 Wastes of Lean Manufacturing

( “TIMWOOD” )

Transport Inventory Motion Waiting

Over Processing Over Production

Defects



Muda, Mura, Muri Three terms often used together in the Toyota Production System (and called the Three Ms) that collectively describe wasteful practices to be eliminated. Muda Any activity that consumes resources without creating value for the customer. Within this general category it is useful to distinguish between type one muda, consisting of activities that cannot be eliminated immediately, and type two muda, consisting of activities that can be eliminated quickly through kaizen. An example of type one muda is a rework operation after a paintbooth, which is required to obtain a finish acceptable to the customer from a paint process that is not highly capable. Because a completely capable paint process for fine finishes has eluded manufacturers for decades, it is not likely that this type of muda can be eliminated quickly. An example of type two muda is multiple movements of products and inventories between steps in a fabrication and assembly process. These steps can be quickly eliminated in a kaizen workshop by moving production equipment and operators into a smoothly flowing cell. Mura Unevenness in an operation; for example, a gyrating schedule not caused by end-consumer demand but rather by the production system, or an uneven work pace in an operation causing operators to hurry and then wait. Unevenness often can be eliminated by managers through level scheduling and careful attention to the pace of work. Muri Overburdening equipment or operators by requiring them to run at a higher or harder pace with more force and effort for a longer period of time than equipment designs and appropriate workforce management allow. Muda, Mura, and Muri in Conjunction A simple illustration shows how muda, mura, and muri often are related so that eliminating one also eliminates the others. Suppose that a firm needs to transport six tons of material to its customer and is considering its options. One is to pile all six tons on one truck and make a single trip. But this would be muri because it would overburden the truck (rated for only three tons) leading to breakdowns, which also would lead to muda and mura.



A second option is to make two trips, one with four tons and the other with two. But this would be mura because the unevenness of materials arriving at the customer would create jam-ups on the receiving dock followed by too little work. This option also would create muri, because on one trip the truck still is overburdened, and muda as well, because the uneven pace of work would cause the waste of waiting by the customer’s receiving employees. A third option is to load two tons on the truck and make three trips. But this would be muda, even if not mura and muri, because the truck would be only partially loaded on each trip. The only way to eliminate muda, mura, and muri is to load the truck with three tons (its rated capacity) and make two trips. Source: https://www.lean.org/lexicon/muda-mura-muri © Copyright 2000-2018 Lean Enterprise Institute, Inc. All rights reserved.

51

The Scrum Guide™ The Definitive Guide to Scrum:

The Rules of the Game

November 2017

Developed and sustained by Scrum creators: Ken Schwaber and Jeff Sutherland

©2017 Ken Schwaber and Jeff Sutherland. Offered for license under the Attribution Share-Alike license of Creative Commons, accessible at http://creativecommons.org/licenses/by-sa/4.0/legalcode and also described in summary form at http://creativecommons.org/licenses/by-sa/4.0/. By utilizing this Scrum Guide, you acknowledge and agree that you have read and agree to be bound by the terms of the Attribution Share-Alike license of Creative Commons.

2

Table of Contents

PURPOSE OF THE SCRUM GUIDE 3 DEFINITION OF SCRUM 3 USES OF SCRUM 4 SCRUM THEORY 4 SCRUM VALUES 5 THE SCRUM TEAM 6

The Product Owner ....................................................................................................................................... 6

The Development Team ............................................................................................................................... 7

The Scrum Master ......................................................................................................................................... 7

SCRUM EVENTS 9

The Sprint ...................................................................................................................................................... 9

Sprint Planning ............................................................................................................................................ 10

Daily Scrum ................................................................................................................................................. 12

Sprint Review ............................................................................................................................................... 13

Sprint Retrospective .................................................................................................................................... 14

SCRUM ARTIFACTS 14

Product Backlog .......................................................................................................................................... 15

Sprint Backlog ............................................................................................................................................. 16

Increment .................................................................................................................................................... 17

ARTIFACT TRANSPARENCY 17

Definition of “Done” ................................................................................................................................... 18

END NOTE 19 ACKNOWLEDGEMENTS 19

People .......................................................................................................................................................... 19

History ......................................................................................................................................................... 19


3

Purpose of the Scrum Guide Scrum is a framework for developing, delivering, and sustaining complex products. This Guide contains the definition of Scrum. This definition consists of Scrum’s roles, events, artifacts, and the rules that bind them together. Ken Schwaber and Jeff Sutherland developed Scrum; the Scrum Guide is written and provided by them. Together, they stand behind the Scrum Guide.

Definition of Scrum

Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.

Scrum is: • Lightweight

• Simple to understand

• Difficult to master

Scrum is a process framework that has been used to manage work on complex products since the early 1990s. Scrum is not a process, technique, or definitive method. Rather, it is a framework within which you can employ various processes and techniques. Scrum makes clear the relative efficacy of your product management and work techniques so that you can continuously improve the product, the team, and the working environment. The Scrum framework consists of Scrum Teams and their associated roles, events, artifacts, and rules. Each component within the framework serves a specific purpose and is essential to Scrum’s success and usage. The rules of Scrum bind together the roles, events, and artifacts, governing the relationships and interaction between them. The rules of Scrum are described throughout the body of this document. Specific tactics for using the Scrum framework vary and are described elsewhere.


4

Uses of Scrum Scrum was initially developed for managing and developing products. Starting in the early 1990s, Scrum has been used extensively, worldwide, to:

1. Research and identify viable markets, technologies, and product capabilities; 2. Develop products and enhancements; 3. Release products and enhancements, as frequently as many times per day; 4. Develop and sustain Cloud (online, secure, on-demand) and other operational

environments for product use; and, 5. Sustain and renew products.

Scrum has been used to develop software, hardware, embedded software, networks of interacting function, autonomous vehicles, schools, government, marketing, managing the operation of organizations and almost everything we use in our daily lives, as individuals and societies.

As technology, market, and environmental complexities and their interactions have rapidly increased, Scrum’s utility in dealing with complexity is proven daily.

Scrum proved especially effective in iterative and incremental knowledge transfer. Scrum is now widely used for products, services, and the management of the parent organization.

The essence of Scrum is a small team of people. The individual team is highly flexible and adaptive. These strengths continue operating in single, several, many, and networks of teams that develop, release, operate and sustain the work and work products of thousands of people. They collaborate and interoperate through sophisticated development architectures and target release environments.

When the words “develop” and “development” are used in the Scrum Guide, they refer to complex work, such as those types identified above.

Scrum Theory Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk. Three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation.


5

Transparency

Significant aspects of the process must be visible to those responsible for the outcome. Transparency requires those aspects be defined by a common standard so observers share a common understanding of what is being seen. For example

• A common language referring to the process must be shared by all participants; and,

• Those performing the work and those inspecting the resulting increment must share a common definition of “Done”.

Inspection

Scrum users must frequently inspect Scrum artifacts and progress toward a Sprint Goal to detect undesirable variances. Their inspection should not be so frequent that inspection gets in the way of the work. Inspections are most beneficial when diligently performed by skilled inspectors at the point of work.

Adaptation

If an inspector determines that one or more aspects of a process deviate outside acceptable limits, and that the resulting product will be unacceptable, the process or the material being processed must be adjusted. An adjustment must be made as soon as possible to minimize further deviation.

Scrum prescribes four formal events for inspection and adaptation, as described in the Scrum Events section of this document:

• Sprint Planning

• Daily Scrum

• Sprint Review

• Sprint Retrospective

Scrum Values When the values of commitment, courage, focus, openness and respect are embodied and lived by the Scrum Team, the Scrum pillars of transparency, inspection, and adaptation come to life and build trust for everyone. The Scrum Team members learn and explore those values as they work with the Scrum roles, events, and artifacts. Successful use of Scrum depends on people becoming more proficient in living these five values. People personally commit to achieving the goals of the Scrum Team. The Scrum Team members have courage to do the right thing and work on tough problems. Everyone focuses on the work of the Sprint and the goals of the Scrum Team. The Scrum Team and its stakeholders agree to be open about all the work and the challenges with performing the work. Scrum Team members respect each other to be capable, independent people.


6

The Scrum Team The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master. Scrum Teams are self-organizing and cross-functional. Self-organizing teams choose how best to accomplish their work, rather than being directed by others outside the team. Cross-functional teams have all competencies needed to accomplish the work without depending on others not part of the team. The team model in Scrum is designed to optimize flexibility, creativity, and productivity. The Scrum Team has proven itself to be increasingly effective for all the earlier stated uses, and any complex work. Scrum Teams deliver products iteratively and incrementally, maximizing opportunities for feedback. Incremental deliveries of “Done” product ensure a potentially useful version of working product is always available.

The Product Owner The Product Owner is responsible for maximizing the value of the product resulting from work of the Development Team. How this is done may vary widely across organizations, Scrum Teams, and individuals.

The Product Owner is the sole person responsible for managing the Product Backlog. Product Backlog management includes:

• 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; and,

• Ensuring the Development Team understands items in the Product Backlog to the level needed.

The Product Owner may do the above work, or have the Development Team do it. However, the Product Owner remains accountable. The Product Owner is one person, not a committee. The Product Owner may represent the desires of a committee in the Product Backlog, but those wanting to change a Product Backlog item’s priority must address the Product Owner.

For the Product Owner to succeed, the entire organization must respect his or her decisions. The Product Owner’s decisions are visible in the content and ordering of the Product Backlog. No one can force the Development Team to work from a different set of requirements.


7

The Development Team The Development Team consists of professionals who do the work of delivering a potentially releasable Increment of “Done” product at the end of each Sprint. A “Done” increment is required at the Sprint Review. Only members of the Development Team create the Increment. Development Teams are structured and empowered by the organization to organize and manage their own work. The resulting synergy optimizes the Development Team’s overall efficiency and effectiveness. Development Teams have the following characteristics:

• They are self-organizing. No one (not even the Scrum Master) tells the Development Team

how to turn Product Backlog into Increments of potentially releasable functionality;

• Development Teams are cross-functional, with all the skills as a team necessary to create a product Increment;

• Scrum recognizes no titles for Development Team members, regardless of the work being performed by the person;

• Scrum recognizes no sub-teams in the Development Team, regardless of domains that need to be addressed like testing, architecture, operations, or business analysis; and,

• Individual Development Team members may have specialized skills and areas of focus, but accountability belongs to the Development Team as a whole.

Development Team Size

Optimal Development Team size is small enough to remain nimble and large enough to complete significant work within a Sprint. Fewer than three Development Team members decrease interaction and results in smaller productivity gains. Smaller Development Teams may encounter skill constraints during the Sprint, causing the Development Team to be unable to deliver a potentially releasable Increment. Having more than nine members requires too much coordination. Large Development Teams generate too much complexity for an empirical process to be useful. The Product Owner and Scrum Master roles are not included in this count unless they are also executing the work of the Sprint Backlog.

The Scrum Master The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. Scrum Masters do this by helping everyone understand Scrum theory, practices, rules, and values.

The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.


8

Scrum Master Service to the Product Owner

The Scrum Master serves the Product Owner in several ways, including: • Ensuring that goals, scope, and product domain are understood by everyone on the Scrum

Team as well as possible; • Finding techniques for effective Product Backlog management;

• Helping the Scrum Team understand the need for clear and concise Product Backlog items;

• Understanding product planning in an empirical environment;

• Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value;

• Understanding and practicing agility; and,

• Facilitating Scrum events as requested or needed.

Scrum Master Service to the Development Team

The Scrum Master serves the Development Team in several ways, including: • Coaching the Development Team in self-organization and cross-functionality;

• Helping the Development Team to create high-value products;

• Removing impediments to the Development Team’s progress;

• Facilitating Scrum events as requested or needed; and,

• Coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and understood.

Scrum Master Service to the Organization

The Scrum Master serves the organization in several ways, including: • Leading and coaching the organization in its Scrum adoption;

• Planning Scrum implementations within the organization;

• Helping employees and stakeholders understand and enact Scrum and empirical product development;

• Causing change that increases the productivity of the Scrum Team; and,

• Working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization.


9

Scrum Events Prescribed events are used in Scrum to create regularity and to minimize the need for meetings not defined in Scrum. All events are time-boxed events, such that every event has a maximum duration. Once a Sprint begins, its duration is fixed and cannot be shortened or lengthened. The remaining events may end whenever the purpose of the event is achieved, ensuring an appropriate amount of time is spent without allowing waste in the process.

Other than the Sprint itself, which is a container for all other events, each event in Scrum is a formal opportunity to inspect and adapt something. These events are specifically designed to enable critical transparency and inspection. Failure to include any of these events results in reduced transparency and is a lost opportunity to inspect and adapt.

The Sprint The heart of Scrum is a Sprint, a time-box of one month or less during which a “Done”, useable, and potentially releasable product Increment is created. Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint.

Sprints contain and consist of the Sprint Planning, Daily Scrums, the development work, the Sprint Review, and the Sprint Retrospective.

During the Sprint: • No changes are made that would endanger the Sprint Goal;

• Quality goals do not decrease; and,

• Scope may be clarified and re-negotiated between the Product Owner and Development Team as more is learned.

Each Sprint may be considered a project with no more than a one-month horizon. Like projects, Sprints are used to accomplish something. Each Sprint has a goal of what is to be built, a design and flexible plan that will guide building it, the work, and the resultant product increment. Sprints are limited to one calendar month. When a Sprint’s horizon is too long the definition of what is being built may change, complexity may rise, and risk may increase. Sprints enable predictability by ensuring inspection and adaptation of progress toward a Sprint Goal at least every calendar month. Sprints also limit risk to one calendar month of cost.


10

Cancelling a Sprint

A Sprint can be cancelled before the Sprint time-box is over. Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Development Team, or the Scrum Master. A Sprint would be cancelled if the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change. In general, a Sprint should be cancelled if it no longer makes sense given the circumstances. But, due to the short duration of Sprints, cancellation rarely makes sense. When a Sprint is cancelled, any completed and “Done” Product Backlog items are reviewed. If part of the work is potentially releasable, the Product Owner typically accepts it. All incomplete Product Backlog Items are re-estimated and put back on the Product Backlog. The work done on them depreciates quickly and must be frequently re-estimated. Sprint cancellations consume resources, since everyone regroups in another Sprint Planning to start another Sprint. Sprint cancellations are often traumatic to the Scrum Team, and are very uncommon.

Sprint Planning The work to be performed in the Sprint is planned at the Sprint Planning. This plan is created by the collaborative work of the entire Scrum Team. Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter. The Scrum Master ensures that the event takes place and that attendants understand its purpose. The Scrum Master teaches the Scrum Team to keep it within the time-box. Sprint Planning answers the following:

• What can be delivered in the Increment resulting from the upcoming Sprint?

• How will the work needed to deliver the Increment be achieved?

Topic One: What can be done this Sprint?

The Development Team works to forecast the functionality that will be developed during the Sprint. The Product Owner discusses the objective that the Sprint should achieve and the Product Backlog items that, if completed in the Sprint, would achieve the Sprint Goal. The entire Scrum Team collaborates on understanding the work of the Sprint.

The input to this meeting is the Product Backlog, the latest product Increment, projected capacity of the Development Team during the Sprint, and past performance of the Development Team. The number of items selected from the Product Backlog for the Sprint is solely up to the Development Team. Only the Development Team can assess what it can accomplish over the upcoming Sprint.


11

During Sprint Planning the Scrum Team also crafts a Sprint Goal. The Sprint Goal is an objective that will be met within the Sprint through the implementation of the Product Backlog, and it provides guidance to the Development Team on why it is building the Increment.

Topic Two: How will the chosen work get done?

Having set the Sprint Goal and selected the Product Backlog items for the Sprint, the Development Team decides how it will build this functionality into a “Done” product Increment during the Sprint. The Product Backlog items selected for this Sprint plus the plan for delivering them is called the Sprint Backlog. The Development Team usually starts by designing the system and the work needed to convert the Product Backlog into a working product Increment. Work may be of varying size, or estimated effort. However, enough work is planned during Sprint Planning for the Development Team to forecast what it believes it can do in the upcoming Sprint. Work planned for the first days of the Sprint by the Development Team is decomposed by the end of this meeting, often to units of one day or less. The Development Team self-organizes to undertake the work in the Sprint Backlog, both during Sprint Planning and as needed throughout the Sprint. The Product Owner can help to clarify the selected Product Backlog items and make trade-offs. If the Development Team determines it has too much or too little work, it may renegotiate the selected Product Backlog items with the Product Owner. The Development Team may also invite other people to attend to provide technical or domain advice. By the end of the Sprint Planning, the Development Team should be able to explain to the Product Owner and Scrum Master how it intends to work as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment.

Sprint Goal

The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Development Team on why it is building the Increment. It is created during the Sprint Planning meeting. The Sprint Goal gives the Development Team some flexibility regarding the functionality implemented within the Sprint. The selected Product Backlog items deliver one coherent function, which can be the Sprint Goal. The Sprint Goal can be any other coherence that causes the Development Team to work together rather than on separate initiatives.

As the Development Team works, it keeps the Sprint Goal in mind. In order to satisfy the Sprint Goal, it implements functionality and technology. If the work turns out to be different than the Development Team expected, they collaborate with the Product Owner to negotiate the scope of Sprint Backlog within the Sprint.


12

Daily Scrum The Daily Scrum is a 15-minute time-boxed event for the Development Team. The Daily Scrum is held every day of the Sprint. At it, the Development Team plans work for the next 24 hours. This optimizes team collaboration and performance by inspecting the work since the last Daily Scrum and forecasting upcoming Sprint work. The Daily Scrum is held at the same time and place each day to reduce complexity. The Development Team uses the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog. The Daily Scrum optimizes the probability that the Development Team will meet the Sprint Goal. Every day, the Development Team should understand how it intends to work together as a self- organizing team to accomplish the Sprint Goal and create the anticipated Increment by the end of the Sprint.

The structure of the meeting is set by the Development Team and can be conducted in different ways if it focuses on progress toward the Sprint Goal. Some Development Teams will use questions, some will be more discussion based. Here is an example of what might be used:

• What did I do yesterday that helped the Development Team meet the Sprint Goal?

• What will I do today to help the Development Team meet the Sprint Goal?

• Do I see any impediment that prevents me or the Development Team from meeting the Sprint Goal?

The Development Team or team members often meet immediately after the Daily Scrum for detailed discussions, or to adapt, or replan, the rest of the Sprint’s work.

The Scrum Master ensures that the Development Team has the meeting, but the Development Team is responsible for conducting the Daily Scrum. The Scrum Master teaches the Development Team to keep the Daily Scrum within the 15-minute time-box.

The Daily Scrum is an internal meeting for the Development Team. If others are present, the Scrum Master ensures that they do not disrupt the meeting.

Daily Scrums improve communications, eliminate other meetings, identify impediments to development for removal, highlight and promote quick decision-making, and improve the Development Team’s level of knowledge. This is a key inspect and adapt meeting.


13

Sprint Review A Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in the Sprint. Based on that and any changes to the Product Backlog during the Sprint, attendees collaborate on the next things that could be done to optimize value. This is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration. This is at most a four-hour meeting for one-month Sprints. For shorter Sprints, the event is usually shorter. The Scrum Master ensures that the event takes place and that attendees understand its purpose. The Scrum Master teaches everyone involved to keep it within the time- box. The Sprint Review includes the following elements:

• Attendees include the Scrum Team and key stakeholders invited by the Product Owner;

• The Product Owner explains what Product Backlog items have been “Done” and what has not been “Done”;

• The Development Team discusses what went well during the Sprint, what problems it ran into, and how those problems were solved;

• The Development Team demonstrates the work that it has “Done” and answers questions about the Increment;

• The Product Owner discusses the Product Backlog as it stands. He or she projects likely target and delivery dates based on progress to date (if needed);

• The entire group collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning;

• Review of how the marketplace or potential use of the product might have changed what is the most valuable thing to do next; and,

• Review of the timeline, budget, potential capabilities, and marketplace for the next anticipated releases of functionality or capability of the product.

The result of the Sprint Review is a revised Product Backlog that defines the probable Product Backlog items for the next Sprint. The Product Backlog may also be adjusted overall to meet new opportunities.


14

Sprint Retrospective The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning. This is at most a three-hour meeting for one-month Sprints. For shorter Sprints, the event is usually shorter. The Scrum Master ensures that the event takes place and that attendants understand its purpose. The Scrum Master ensures that the meeting is positive and productive. The Scrum Master teaches all to keep it within the time-box. The Scrum Master participates as a peer team member in the meeting from the accountability over the Scrum process.

The purpose of the Sprint Retrospective is to: • Inspect how the last Sprint went with regards to people, relationships, process, and tools;

• Identify and order the major items that went well and potential improvements; and,

• Create a plan for implementing improvements to the way the Scrum Team does its work.

The Scrum Master encourages the Scrum Team to improve, within the Scrum process framework, its development process and practices to make it more effective and enjoyable for the next Sprint. During each Sprint Retrospective, the Scrum Team plans ways to increase product quality by improving work processes or adapting the definition of “Done”, if appropriate and not in conflict with product or organizational standards.

By the end of the Sprint Retrospective, the Scrum Team should have identified improvements that it will implement in the next Sprint. Implementing these improvements in the next Sprint is the adaptation to the inspection of the Scrum Team itself. Although improvements may be implemented at any time, the Sprint Retrospective provides a formal opportunity to focus on inspection and adaptation.

Scrum Artifacts Scrum’s artifacts represent work or value to provide transparency and opportunities for inspection and adaptation. Artifacts defined by Scrum are specifically designed to maximize transparency of key information so that everybody has the same understanding of the artifact.


15

Product Backlog The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of requirements for any changes to be made to the product. The Product Owner is responsible for the Product Backlog, including its content, availability, and ordering.

A Product Backlog is never complete. The earliest development of it lays out the initially known and best-understood requirements. The Product Backlog evolves as the product and the environment in which it will be used evolves. The Product Backlog is dynamic; it constantly changes to identify what the product needs to be appropriate, competitive, and useful. If a product exists, its Product Backlog also exists. The Product Backlog lists all features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases. Product Backlog items have the attributes of a description, order, estimate, and value. Product Backlog items often include test descriptions that will prove its completeness when “Done.” As a product is used and gains value, and the marketplace provides feedback, the Product Backlog becomes a larger and more exhaustive list. Requirements never stop changing, so a Product Backlog is a living artifact. Changes in business requirements, market conditions, or technology may cause changes in the Product Backlog.

Multiple Scrum Teams often work together on the same product. One Product Backlog is used to describe the upcoming work on the product. A Product Backlog attribute that groups items may then be employed. Product Backlog refinement is the act of adding detail, estimates, and order to items in the Product Backlog. This is an ongoing process in which the Product Owner and the Development Team collaborate on the details of Product Backlog items. During Product Backlog refinement, items are reviewed and revised. The Scrum Team decides how and when refinement is done. Refinement usually consumes no more than 10% of the capacity of the Development Team. However, Product Backlog items can be updated at any time by the Product Owner or at the Product Owner’s discretion.

Higher ordered Product Backlog items are usually clearer and more detailed than lower ordered ones. More precise estimates are made based on the greater clarity and increased detail; the lower the order, the less detail. Product Backlog items that will occupy the Development Team for the upcoming Sprint are refined so that any one item can reasonably be “Done” within the Sprint time-box. Product Backlog items that can be “Done” by the Development Team within one Sprint are deemed “Ready” for selection in a Sprint Planning. Product Backlog items usually acquire this degree of transparency through the above described refining activities.

The Development Team is responsible for all estimates. The Product Owner may influence the Development Team by helping it understand and select trade-offs, but the people who will perform the work make the final estimate.


16

Monitoring Progress Toward Goals

At any point in time, the total work remaining to reach a goal can be summed. The Product Owner tracks this total work remaining at least every Sprint Review. The Product Owner compares this amount with work remaining at previous Sprint Reviews to assess progress toward completing projected work by the desired time for the goal. This information is made transparent to all stakeholders.

Various projective practices upon trending have been used to forecast progress, like burn- downs, burn-ups, or cumulative flows. These have proven useful. However, these do not replace the importance of empiricism. In complex environments, what will happen is unknown. Only what has already happened may be used for forward-looking decision-making.

Sprint Backlog The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal. The Sprint Backlog is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a “Done” Increment.

The Sprint Backlog makes visible all the work that the Development Team identifies as necessary to meet the Sprint Goal. To ensure continuous improvement, it includes at least one high priority process improvement identified in the previous Retrospective meeting.

The Sprint Backlog is a plan with enough detail that changes in progress can be understood in the Daily Scrum. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.

As new work is required, the Development Team adds it to the Sprint Backlog. As work is performed or completed, the estimated remaining work is updated. When elements of the plan are deemed unnecessary, they are removed. Only the Development Team can change its Sprint Backlog during a Sprint. The Sprint Backlog is a highly visible, real-time picture of the work that the Development Team plans to accomplish during the Sprint, and it belongs solely to the Development Team.


17

Monitoring Sprint Progress

At any point in time in a Sprint, the total work remaining in the Sprint Backlog can be summed. The Development Team tracks this total work remaining at least for every Daily Scrum to project the likelihood of achieving the Sprint Goal. By tracking the remaining work throughout the Sprint, the Development Team can manage its progress.

Increment The Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints. At the end of a Sprint, the new Increment must be “Done,” which means it must be in useable condition and meet the Scrum Team’s definition of “Done.” An increment is a body of inspectable, done work that supports empiricism at the end of the Sprint. The increment is a step toward a vision or goal. The increment must be in useable condition regardless of whether the Product Owner decides to release it.

Artifact Transparency Scrum relies on transparency. Decisions to optimize value and control risk are made based on the perceived state of the artifacts. To the extent that transparency is complete, these decisions have a sound basis. To the extent that the artifacts are incompletely transparent, these decisions can be flawed, value may diminish and risk may increase. The Scrum Master must work with the Product Owner, Development Team, and other involved parties to understand if the artifacts are completely transparent. There are practices for coping with incomplete transparency; the Scrum Master must help everyone apply the most appropriate practices in the absence of complete transparency. A Scrum Master can detect incomplete transparency by inspecting the artifacts, sensing patterns, listening closely to what is being said, and detecting differences between expected and real results. The Scrum Master’s job is to work with the Scrum Team and the organization to increase the transparency of the artifacts. This work usually involves learning, convincing, and change. Transparency doesn’t occur overnight, but is a path.


18

Definition of “Done” When a Product Backlog item or an Increment is described as “Done”, everyone must understand what “Done” means. Although this may vary significantly per Scrum Team, members must have a shared understanding of what it means for work to be complete, to ensure transparency. This is the definition of “Done” for the Scrum Team and is used to assess when work is complete on the product Increment. The same definition guides the Development Team in knowing how many Product Backlog items it can select during a Sprint Planning. The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team’s current definition of “Done.” Development Teams deliver an Increment of product functionality every Sprint. This Increment is useable, so a Product Owner may choose to immediately release it. If the definition of "Done" for an increment is part of the conventions, standards or guidelines of the development organization, all Scrum Teams must follow it as a minimum. If "Done" for an increment is not a convention of the development organization, the Development Team of the Scrum Team must define a definition of “Done” appropriate for the product. If there are multiple Scrum Teams working on the system or product release, the Development Teams on all the Scrum Teams must mutually define the definition of “Done.” Each Increment is additive to all prior Increments and thoroughly tested, ensuring that all Increments work together. As Scrum Teams mature, it is expected that their definitions of “Done” will expand to include more stringent criteria for higher quality. New definitions, as used, may uncover work to be done in previously “Done” increments. Any one product or system should have a definition of “Done” that is a standard for any work done on it.


19

End Note Scrum is free and offered in this Guide. Scrum’s roles, events, artifacts, and rules are immutable and although implementing only parts of Scrum is possible, the result is not Scrum. Scrum exists only in its entirety and functions well as a container for other techniques, methodologies, and practices.

Acknowledgements

People Of the thousands of people who have contributed to Scrum, we should single out those who were instrumental at the start: Jeff Sutherland worked with Jeff McKenna and John Scumniotales, and Ken Schwaber worked with Mike Smith and Chris Martin, and all of them worked together. Many others contributed in the ensuing years and without their help Scrum would not be refined as it is today.

History Ken Schwaber and Jeff Sutherland worked on Scrum until 1995, when they co-presented Scrum at the OOPSLA Conference in 1995. This presentation essentially documented the learning that Ken and Jeff gained over the previous few years, and made public the first formal definition of Scrum.

The history of Scrum is described elsewhere. To honor the first places where it was tried and refined, we recognize Individual, Inc., Newspage, Fidelity Investments, and IDX (now GE Medical). The Scrum Guide documents Scrum as developed, evolved, and sustained for 20-plus years by Jeff Sutherland and Ken Schwaber. Other sources provide you with patterns, processes, and insights that complement the Scrum framework. These may increase productivity, value, creativity, and satisfaction with the results.

The Definitive Certified ScrumMaster ® (CSM) Workbook The Definitive Certified ScrumMaster® (CSM) Workbook




Bibliography References and Further Reading

The books listed have had a deep and profound impact on my growth over the years as a coach, trainer, business owner, etc. I have drawn heavily upon these and others. I have done my best to provide a comprehensive list. If you get finished with these, there are hundreds of other books to continue on in your learning journey.

Adkins, Lyssa. 2010. Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition. Upper

Saddle River, NJ: Addison-Wesley.

Anderson, David J. Kanban: 2010. Successful Evolutionary Change for Your Technology Business. Seattle: Blue Hole Press

Appelo, Jurgen. 2011. Management 3.0: Leading Agile Developers, Developing Agile Leaders. Upper Saddle River, NJ: Addison-Wesley.

Axelrod, Alan. 1999. Patton On Leadership: Strategic Lessons for Corporate Warfare. Paramus, NJ: Prentice Hall Press

Brooks, Frederick P. 1995. The Mythical Man Month. Reading, Mass: Addison-Wesley.

Buckingham, Marcus and Coffman, Curt. 1999. First, Break All the Rules: What The World’s Greatest Managers Do Differently. New

York: Simon and Schuster.

Cockburn, Alistair. 2000. Writing Effective Use Cases. New Jersey: Addison-Wesley.

Cohn, Mike. 2004. User Stories Applied: For Agile Software Development. Boston: Addison-Wesley.

Cohn, Mike. 2006. Agile Estimating and Planning. Upper Saddle River NJ: Prentice Hall PTR.

Coplien, James O. 2005. Organizational Patterns of Agile Software Development. Upper Saddle River, NJ: Prentice Hall.

Denning, Stephen. 2010. The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century. San Francisco: Jossey-

Bass.

Derby, Esther and Larsen, Diana. 2006. Agile Retrospectives: Making Good Teams Great. Frisco, TX: Pragmatic Bookshelf

Foer, Joshua. 2011. Moonwalking with Einstein: The Art and Science of Remembering Everything. London: Penguin Books, Ltd.

Goleman, Daniel. 2006. Emotional Intelligence: Why It Can Matter More Than IQ. New York: Random House

Greenleaf, Robert K. 2002. Servant Leadership: A Journey into The Nature of Legitimate Power and Greatness. New Jersey: Paulist Press.

Highsmith, Jim. 2010. Agile Project Management: Creating Innovative Products. Upper Saddle River, NJ: Addison-Wesley.

Jeffries, Ron and Ann Anderson, Chet Hendrickson. 2000. eXtreme Programming Installed. Boston: Addison-Wesley.

Joiner, Bill and Stephen Josephs. 2007. Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change. San Francisco:

Jossey-Bass.

Kerth, Norman. 2001. Project Retrospectives: A Handbook for Team Reviews. New York: Dorsett House

Kleon, Austin. 2012. Steal Like an Artist: 10 Things Nobody Told You About Being Creative. New York: Workman Publishing Company

Inc.

Krebs, Jochen. 2009. Agile Portfolio Management. Redmond, WA: Microsoft Press.



Kohn, Alfie. 1999. Punished by Rewards: The Trouble with Gold Stars, Incentive Plans, A’s, Praise, and Other Bribes. Boston: Houghton

Mifflin.

Kurzweil, Ray. 2012. How to Create a Mind: The Secret of Human Thought Revealed. New York: Penguin Books Ltd.

Larman, Craig. 2009. Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum. Upper Saddle River,

NJ: Addison-Wesley.

Lasater, Judith Hanson and Lasater, Ike K. 2009. What we Say Matters: Practicing Non-Violent Communication. Berkeley: Rodmell

Press.

Lencioni, Patrick. 2002. The Five Dysfunctions of a Team: A Leadership Fable. San Francisco: Jossey-Bass.

Leffingwell, Dean. 2011. Agile Software Requirements: Lean Requirements Practices For Teams, Programs, and the Enterprise. Upper Saddle

River, NJ: Addison-Wesley.

Martinez, Sylvia Libow and Stager, Gary S. 2013. Invent To Learn: Making, Tinkering, and Engineering in the Classroom. Torrance, CA:

Constructing Modern Knowledge Press.

McCarthy, Jim. 2002. Software for Your Head: Core Protocols for Creating and Maintaining Shared Vision. Boston: Addison-Wesley.

McConnell, Steven C. 2004. Code Complete: A Practical Handbook Of Software Construction. Redmond, WA: Microsoft Press.

Meadows, Donella H. 2008. Thinking in Systems: A Primer. Vermont: Chelsea Green Publishing Company

Mezick, Daniel. 2012. The Culture Game: Tools for the Agile Manager. Hartford: Free Standing Press.

Moore, Geoffrey A. 2002. Crossing The Chasm. New York: HarperCollins Publishers.

Owen, Harrison. 2008. Open Space Technology: A User’s Guide. San Francisco: Berrett-Koehler Publishers, Inc.

Perkins, Dennis N. T. 2000. Leading at the Edge : Leadership Lessons from the Extraordinary Saga of Shackleton's Antarctic Expedition. New

York: AMACOM

Pichler, Roman. 2010. Agile Product Management with Scrum: Creating Products that Customers Love. Upper Saddle River, NJ: Addison-

Wesley.

Pink, Daniel. 2011. Drive: The Surprising Truth About What Motivates Us. New York: Penguin Group.

Reinertsen, Donald G. 2009. The Principles of Product Development FLOW: Second Generation Lean Product Development. Redondo Beach,

CA: Celeritas Publishing

Ries, Eric. 2011. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. New

York: Crown Business.

Robinson, Sir Ken. 2001. Out of Our Minds: Learning to Be Creative. West Sussex, United Kingdom: Capstone Publishing Ltd.

Rock, David and Linda J. Page. 2009. Coaching with the Brain in Mind: Foundations for Practice. Hoboken, NJ: John Wiley & Sons, Inc.

Rosenberg, Marshall. 2003. Non-Violent Communication: A Language of Life. Encinitas, CA: PuddleDancer Press.



Satir, Virginia and Banmen, John and Gerber, Jane and Gomori, Maria. 1991. The Satir Model: Family Therapy and Beyond. Palo

Alto, CA: Science and Behavior Books Inc.

Schwaber, Ken and Mike Beedle. 2002. Agile Software Development with Scrum. Upper Saddle River, NJ: Prentice Hall.

Scott, Susan. 2011. Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Time. New York: The Berkley

Publishing Group.

Seddon, John. 2005. Freedom from Command and Control: Rethinking Management for Lean Service. New York: Productivity Press.

Senge, Peter. 2006. The Fifth Discipline. New York: Currency – Doubleday.

Shalloway, Alan and Beaver, Guy and Trott, James R. 2010. Lean-Agile Software Development: Achieving Enterprise Agility. Upper

Saddle River, NJ: Addison-Wesley.

Sheridan, Richard. 2013. Joy, Inc. How We Built a Workplace People Love. New York: Penguin Group

Silsbee, Doug. 2008. Presence-Based Coaching: Cultivating Self-Generative Leaders Through Mind, Body, and Heart. San Francisco: Jossey-

Bass.

Sinek, Simon. 2009. Start with Why: How Great Leaders Inspire Everyone to Take Action. New York: Penguin Group.

Sliger, Michele and Broderick, Stacia. 2008. The Software Project Manager's Bridge to Agility. Boston: Addison-Wesley.

Sutherland, Jeff. 2014. Scrum: The Art of Doing Twice the Work in Half the Time. New York: Crown Business.

Taleb, Nassim Nicholas. 2012. Antifragile: Things That Gain from Disorder. New York: Random House Publishing Group.

Weinberg, Gerald. 1998. The Psychology of Computer Programming. New York: Dorset House Publishing.

Weinberg, Gerald and Satir, Virginia. 1986. The Secrets of Consulting. New York: Dorset House Publishing

Wheatley, Margaret. 2006. Leadership and the New Science: Discovering Order in a Chaotic World. Oakland, CA: Berrett-Koehler

Publishers Inc.

Willink, Jocko and Babin, Leif. 2015. Extreme Ownership: How U.S. Navy Seals Lead and Win. New York: St. Martin’s Press



Culturama Various TV, Movie, and Music References

Being a visual and auditory person (and someone who enjoys laughing), I like to use a lot of imagery and analogies from movies, TV, music, etc. I don’t make all of these references EVERY class, but in case you heard me reference something and were wondering “Huh?? What did he say?” here are some rough visuals that help me remember Agile concepts.

Star Wars: Episode IV – Being transparent vs. pretending everything is ok. A commander in the Death Star calls down to the detention block where Luke and Han have just taken control. Han says “We’re all fine down here… how are you?”

Brazil – This whole movie is a classic parody of futuristic corporate life and bureaucracy. In particular, there is Harry Tuttle, the renegade HVAC repair man who says he left the Ministry because he couldn’t stand the paperwork. “This whole place could be on fire and I couldn’t turn a screwdriver without a 27B/6.” This is the classic “comprehensive documentation” and “process and tools”.

The Office (US) – Trusting technology too much and mindlessly following directions can have catastrophic consequences. Michael and Dwight found this out when Michael followed the GPS without using really thinking and drove right into a pond.

Spinal Tap – There is no “Sprint 0”. Just like, it doesn’t make sense to have amps that “go to 11”.

Army of Darkness

Office Space

Columbo – Just one more question…

Poirot – The little grey cells are working overtime.

Mosquito Coast – In trying to escape technology and the trappings of modern culture, they bring these things with them and prove that man is inherently evil.

Documents

Daniel James Gullo · PRE‐COURSE WORK / HOMEWORK 13 Scrum Alliance Certifications 15 PRACTITIONER LEVEL 16 ADVANCED LEVEL 17 LEADERSHIP LEVEL 18 Certified ScrumMaster® (CSM) Exam