Pocket guide to the Professional Scrum Master Certification (PSM 1)

By Markus Marfurt

The Professional Scrum Master Training of the Scrum.org is for many people the first step of a certification in the context of Scrum and agile development approaches. This certification documents like no other a deep understanding of Scrum as it is presented in the Scrum Guide.

As simple and clear as these Scrum basics are described, it is however difficult for many people to put the principles and ideas presented therein into practice. This is a challenge both in their daily work and in passing the PSM certification exam.

Marcus Marfurt, himself a Scrum Master and trainer for a long time, shows the transfer from the Scrum Guide to the practice of a Scrum Master's activity. The knowledge imparted is an optimal preparation for the Scrum Master certification exam.

• Language: English
• Publisher: Books on Demand
• Release date: Jan 20, 2021
• ISBN: 9783743129078

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Inhaltsverzeichnis

SCRUM AND AGILE

AGILE

PSM 1 CERTIFICATE AND TESTING

Procedure of the test

AUDIT STRATEGY

Concentrated preparation

Focus during the test

Preparing documents

Read questions completely

Schedule two rounds

Skip questions - but not completely

Keep an eye on the time

Use documents that are tailored to Scrum or recommended by Scrum.org

Knowledge required to pass the exam

Empirism - Empirical basis

THE THREE PILLARS OF EMPIRICAL PROCESS CONTROL

Transparency

Inspection

Adaptation

THE VALUES OF SCRUM

Courage (Courage)

Focus

Commitment

Respect

Openness

THE SCRUM TEAM

The Product Owner

The Scrum Master

The Development Team

SCRUM EVENTS

Sprint

Sprint Planning

Approach to successful Sprint Planning

Daily Scrum

Sprint Review

Sprint Retrospective

SCRUM ARTIFACTS

Scrum Artifacts

product backlog

Sprint Backlog

product increase

IMPORTANT SCRUM TERMS

Product Backlog Refinement

Time Box

Definition of Done

Sprint Goal (optional element)

Burn Down Chart

TO THE CONCLUSION

SCRUM AND AGILE

In most cases, project management is based on the waterfall model (or a comparable approach). This means that before the start of the project or at the beginning of the project, a plan is drawn up for the entire implementation as complete as possible. All conceivable obstacles are taken into account and possible risks are minimized as far as possible. As soon as the project plan is completely prepared, the implementation can begin. In this context, the goal is that the project result predominantly corresponds to what was specified in the underlying planning and the associated requirements documents. The customer (whether internal or external) receives the developed product at the end.

It is an everyday experience that this development approach is associated with considerable risks, especially in the case of projects of longer duration or those with a higher degree of complexity. On the one hand, there is always a certain basic risk as to whether what was originally specified corresponds to what is really needed. Furthermore, there is a risk that the team that has to implement a requirement may understand it in a completely different way than what the client intended. Other challenges include the fact that requirements can change during the course of the project (because the customer needs something else or because certain conditions have changed).

The major weakness of such a development approach is that the customer's involvement during the development period is very low. His knowledge and expertise as a future user are hardly integrated.