Agile Scrum Master Online Training | Live Virtual Class Demo | Simplilearn

so you know when it comes to why I'm here with you I have been an exam prep coach and project management trainer for many years were pushing 1213 years now and over the years I've conducted something like 250 trainings the training sessions have been on the ASM like this one the PMP pmi-acp PMI RMP I've had over 5000 folks come through my trainings over the years I've got a pass rate that's about 99 percent so those are the certifications that I have of course the one that you're concerned with is that one right there am I qualified to do this maybe I am with that kind of a pass raped and I've been doing this course for a while I actually love this course this is a great course I have been doing project management for many years and I've had project management experience in the business sector the public sector and as an entrepreneur for example I was a project manager at compact in HP vice president of business development at a company called legal net executive director the California Commission on the bicentennial celebration of the United States Constitution California director of the national center for constitutional studies you know it's interesting is that even though sound rather varied all of them had some kind of content development and presenting responsibilities with them so I've been at this kind of stuff for 35 years plus you know what's interesting is when it comes to a workshop like this where we're seeking a certification I don't know if you know this or not but there are studies that are done every year by various organizations that compare what certified project managers make compared to what their uncertified colleagues make and depending on the year it ranges between 15 and 20% more if you're certified now that may not be your driving factor to be here and participate in this but to make more money is a good thing and I just did a calculation that you know of all those that have gone through my workshops and considering that average increase in income I figure that they collectively make sixty million dollars more more per year now than they did before and I've been with simply learned now doing classes for them in these various topics for over three years and simply learn which you may or may not know is the largest training organization in the world and was recently recognized as one of the top 10 most influential or education organizations in the world so you are in the right spot if you want to get certified and get ahead in this or in other areas simply learn is the place to be and we have been around now for about six years our journey started relatively small and you can see that from those more humble beginnings we now have basically a presence throughout the world and we offer training and certification prep classes for all of these organizations here of these organizations this is the one that we are focusing on for this workshop eggs in and the ASM certification and we have certification courses in all of these different categories right here of course with these categories the one that is relevant for us right now is agile scrum certifications but there are others and you know kind of when we get into a mode of the study and the prep and they're getting ready for a standardized test sometimes it's a good time to take on more than just one thing and somebody has simply learned came up with this brilliant idea of what they called an all-access online classroom pass where if you upgrade your tuition you can have access to over 25 of our certification exam prep courses 120 instructor-led batches meaning live batches like this for 90 days and so you can fast track your career at your place your pace all you're kind of in the mode of doing this and so the way it works is you pick which of the certifications that you want like you're doing for this you can choose whether you want to do a weekend batch or a week day batch if you do a weekday batch it's going to be a three-hour session Monday through Friday and if you do a weekend batch like this one it'll be for our sessions on Saturday Sunday Saturday Sunday etc so and then not only do you get access to the 120 instructor-led batches but you have access to the e-learning content for six months now if you're not happy we'll give you your money back and it's just you know a way to you know kind of leverage your mode that you're in and I have a number of individuals that have been in other classes that we're doing two or three at the same time so I'm not sure if that's relevant to you or not but that is an option and as soon as this is displayed on my desktop I can share it which I just did so you can see that this is the course overview and when you're finished with this course you should be able to I know it says right here after completing this lesson but really what we're talking about is the course here you should be able to play the the role of an effective scrum master you should be able to lead agile and scrum transformations meaning going from waterfall to scrum or from waterfall to some other methods in agile be able to guide your team's using the proven and recommended practices of scrum describe practices of other edge methods and adapt those that are beneficial for your teams that are relevant for your project and then you should be able to also talk about scrum in the context of DevOps as well as linking scrum to IT Service Management so that's and then of course be ready to pass the exam so you know scrum so let me back up we've talked about traditional project management versus agile project management and different kinds of projects lend themselves to being best managed by either waterfall or by agile and waterfall is the traditional make a big plan upfront get your baselines established make sure you know you understand the requirements and then go get the work done when you're finished you know presented to the customer and do the handoff and so while you're executing on a waterfall project you're looking at your actual results comparing them to your baselines and that's how you do it agile which is really a family of methods is a different approach it's an evolutionary incremental approach that fits well with projects where there's a lot of uncertainty about the scope so the solution to deliver the scope will reveal itself or be discovered in an evolutionary way as the project goes forward and rather than completing the project overall and then showcasing it for the customer like in waterfall or waterfall you can suck it up and chunk it up into big phases and deliver it that way agile is different we do very small increments and at the end of the increment we're delivering value to the customer and in the and we discover how to actually get to the solution that the customer wants so Waterfall you've got a stables scope and you don't expect a lot of change great in agile there's uncertainty and it's relatively complex and of all of the agile methods scrum is the most popular of them about 50% of all agile projects use from and then the next most popular one is extreme programming and that's about 30% so 80% of all agile projects are going to be using either scrum or XP and even though there's a lot of folks that don't like the idea of doing hybrid projects those that practice scrum actually end up using a lot of XP practices as well so the bottom line is is that when it comes to agile scrum is the most used most proven and it delivers it actually works and it works well so our focus for this course is going to be broadly on agile and I'll even take you through a little bit about XP and a couple other methods that belong to the family of agile but we're going to drill down on scrum and so when we talk about project life cycles it will be how to do a project using scrum and there are a number of roles for a scrum project we're going to cover all of them but we're going to spend most of our time on scrum master which is one of the roles and then we're going to talk about how to scale agile agile was originally designed for small projects with small co-located teams but as things have changed over the years agile can be adapted to very large enterprise size projects and so one of our lessons is dedicated to that and then also we're going to dedicate one whole lesson to doing a transition from waterfall to scrub so this certification is unique in that regard there are certifications like certified scrum master that's not offered by Exynos offered by I think it's the scrum Alliance and there's value to that but it's one that doesn't require training you won't be able to sit for the ASM exam until you finish this training with the CSM it's kind of an open book thing a little bit more of you know you go do some training and the test is proctored right there and there's value in that I'm not saying there isn't but the the scrum master certified scrum master training and certification doesn't get in to transition like this does there's also another agile certification and this one's offered by PMI so the pmi-acp and that certification gets much deeper into the family of agile and so that course will cover oh I think it's like eight or nine different agile methods most of the emphasis will be on scrum because of its popularity but the course itself is boards generic about agile and there's value in that but the HCP doesn't get into the scaling and agile like this one so you know if you wanted to go get another agile certification and this is me but the one I'd recommend is the pmi-acp so you know I kind of back to my career coaching thing get your ASM and then if you want to continue go get your PMP probably or prince2 depending on your environment and where you think you'll be and then go get your pmi-acp once you have that you are going to be well equipped to run projects and you'll be very desirable to employers out there not that you're not now but you know they'd like to see those you know those letters after your name and then also in that mix is DevOps and integrating into IT Service Management so maybe you know some DevOps and some IT o work would also serve you well and you know I'm not one that particularly thinks standardized testing is that great of a way to measure someone's knowledge and predictable potential in the real world I'm just not I've seen people who just really have a hard time passing a standardized test who just crush it in the real world and kind of I server sighted people who really get taking tests and then you know put them in the real world and they just don't do so well but that said there's no better way to really present yourself to the world as to what your skill sets and experiences so well standardized testing may not be the best predictor it is the best way to demonstrate your pedigree you know your history and what you bring to the table so it's important and learning how to pass the test and get it done and have those initials that you can put after your name at the bottom of your emails and on your business cards etc you know like I was showing you earlier probably means fifteen two percent twenty percent more money plus if that's it fast tracks your career so this course here down down to this bottom box here this course here is going to accomplish two main things in summary it's going to train you give you lots of knowledge and it's also going to prepare you for the ASM certification the target audience I think we pretty well saw that when we were introducing each other each of us to ourselves commented on that you can see that you know those of us that are here in this group the perfect target audience and we were all in kind of different places but yet all relevant for this so you're at the right spot now when it comes to prerequisites there are none for this although if you want to sit for the exams training is mandatory eggs in will not let you sit for the ASM course unless you have training this course meets those training requirements so at the end of this course you'll get a certification asserted as a certificate and what eggs in has you do is actually upload that certificate to demonstrate you have the training and then you'll have access to excuse me taking the course you know yawning they're by the way team I didn't really tell you where I am did I I am in Utah in the United States I am in the Salt Lake area of about 30 miles south of Salt Lake and I had a late night my niece was moving and so family got together to help move and we weren't done until late I didn't even get home till about midnight and and so right now for me it's 913 in the morning so I had to get up earlier than I wanted but I'm glad I did I'm glad that I know you glad that were acquainted and I love the subject matter and I love assisting folks in you know learning this material and advancing in their careers absolutely love it so I may not be good at a lot of things but I got a lot of experience here and you know nothing better than seeing folks like you go through one of the courses that I have a hand in and having success as a result of that now the value of this course goes beyond just getting your initials and I think we've probably talked about most of this here we're going to talk about you know looking at the top left here good practices in agile generally and scrum specifically how to actually implement things that you learn get a lot of knowledge about scrum and if you already have some deepen that knowledge give you some guidance on how to deal with transformation projects you know well specifically I got a one slide about criticism that you can get when you're doing a transformation and have a whole slide and discussion about resistance and how to overcome it then of course we're going to learn new things and we're going to drive value not just from you know getting your certificate but also from the point of view of value for your organization value for you value going forward the course syllabus looks like this lesson one is what we call the agile way of thinking so it's what's agile we're going to get into some agile principles we're going to cover what's called the agile manifesto and we're going to kind of tease you a bit on continuous improvement specifically when it comes to an agile transformation efforts lesson two is about other agile frameworks so we will touch on waterfall again as an approach and then we'll talk about some other methods that belong to the family of agile will touch on XP and lean and crystal and dsdm a turn not that you're going to be tested on those but it will help you as a I'm master to recognize that there's this family from which you can draw some information experience that will actually enhance your ability to be a good scrum master this is the lesson where we're going to deal with DevOps and you know linking scrum projects with operations so that there's things that are done in parallel rather than doing some you know development work and then doing a handoff doing some more development work and then doing a handoff have some things going in parallel is a big thing right now as organizations are trying to improve efficiencies and be more responsive to dynamic market places so we've got a couple of slides on that that you'll find interesting and then similarly linking agile with IT Service Management and doing some things in parallel there as well is helpful and understanding that is becoming more and more important as the marketplace for projects and folks like us increases now when we get to lesson 3 this is where we start diving deeper into scrum so we're going to talk about a scrum project lifecycle we're going to talk about the concept of time boxing and what ceremonies and events in scrum are time box we're going to actually also talk about individually the ceremonies that are part of scrum one of us in the introduction talked about retros and that was short for retrospective and we're going to talk about retrospective and when we're finished you're going to realize that retrospectives are critical to scrum and that they are the single most important thing that you will do in scrum to make sure that you are experiencing effective continuous improvement and we'll also talk about scrum artifacts things like you know product backlog release backlog sprint backlogs we'll talk about the definition of done we'll talk about some information radiators and you know things like that Lesson four is about the roles that belong to scrum so we're going to talk first about the scrum master but then we're going to touch on the product owner and developer and then we'll get into some of the best practices of being an effective scrum master lesson number five has to do with sort of doing scrum and so we'll talk about you know user stories and epics and we'll talk about product roadmaps and how we do estimating both using point and ideal time we'll talk about planning poker and affinity estimating as common estimation techniques and we'll get into communicating the status and progress of a project this is what will again touch on some information radiators like burn down charts burn up charts etc and then how that allows us to stay in control if you will of the project make sure we're headed in the direction we want to go lesson six is the one that I talked about that has to do with scaling agile and then the last one lesson seven which is about adopting agile the the you know transition projects the the test itself has you know domains that you're tested on and you might have picked up on this the scaling of agile and the transformation projects you know transitions I like those a lot I actually when I took the real exam I got a hundred percent on the areas on the exam there were a couple of areas that I didn't do great I did good enas and and that might be how it is for you you know we all have different strengths and weaknesses you saw that we have varying levels of experience and you know areas of experience and so there'll be you know parts of this whole experience that are your golden on and then we'll the others where you know it is a little bit more of a learning process so and I'm no different as I just mentioned so when it comes to the exam itself you know when we created this slide here we put a hundred and twenty hours of study is recommended and we are trying to set the bar high for that and now we recognize that if you have experience you're probably not going to need that much but you know what also we're discovering is that if you will stick with the materials that we have and I got some guidance for you and you know how to use the materials you know after we're finished with this and this isn't a super long training course we're going to have four sessions four hours each right sixteen hours now we're going to cram a lot of stuff in there but you know it's interesting is it turns out that we have just really done a great job on what we cover and this along with those standard or practice tests rather there's a pretty darn good chance that you're not going to lead need to do a whole lot of other study I will have you do some things between sessions and you know it's not just being here for the four hours so it's definitely more than that but if you're willing to do it and if you're willing to embrace my guidance I'm going to get you there much faster than if you were to do the more traditional study a ton of stuff make sure you can lead with knowledge we're going to kind of focus on the exam part of this as you know leaving with strategy and not with knowledge the test itself Oh case studies I should mention this there he is something that I need you to download and I think I already put it in the LMS and it's the assignment can I do that let me just double check yeah it's this right here team I don't know if you can see my cursor or not it's the one that says assignment scrum project now there's nothing to turn in on this but at the end of each session I want you to return to this assignment paper and we have some questions that build on the lessons that we have just been using the same scenarios for the project here so this is a part of the course and you'll need to you know promise that you've actually done this in order to get your certification nothing for you to turn in on that though but you do to have that homework assignment so the test itself as I've mentioning earlier it's 90 minutes and I think I said a hydrogen 80 excess use so it's an hour-and-a-half 90 minutes probably some of your life just in an hour and a half an inch saying 180 minutes okay so there you go I'm awesome at math there are 40 multiple choice questions like the samples that you saw a B C or D and you know when I first embarked on getting my asam and I thought you know a 40 question exam I thought easy peasy you know this isn't going to be a robust certificate certification and then I got into the prep work and and then I got into the practice exams and I thought oh I get this ASM is an awesome credential to have and there might only be 40 questions but they're not easy unless you've been through the workshop and you know except that some of my guidance on how to approach a standardized set then you'll be golden let's see something over here do all the lessons and concepts have equal weights in the test or are some concepts more important it's all equally weighted and your results are in the aggregate it's not for each of the domains so while everything's weighted equally you can do really good in an area like I did which will help make up for some areas where you're not quite as strong good question and I like that question came because you're thinking about the exam right and getting it done so your heads in the right spot now here's also what's interesting is you only need 65% to pass meaning you got to get 26 out of the 40 questions and Enslow I get that it seems well but you know after you've gone through this workshop and you've taken the exam you'll be like me to think wow they really did a great job of crafting this exam and making that credential something of relevance in the marketplace so that's about the course if you're new to eggs in what you may want to do is just at some point in time just go to eggs in comm and poke around see what kind of certifications they have there and then eventually drill down to the ASM one sorry about that you're paying the price for me trying to be a blessing for my niece and her family it's all good right win-win okay and I noticed the the confirmation there Viraj that we got your question answered okay so that takes us to the end of lesson one so what we're going to do now is we're going to shift gears and we're going to go to lesson number three so this lesson is about scrum events and artifacts scrum events are also called ceremonies by the way and at the end of this lesson you should be able to list the values of scrum explain the life cycle of a scrum project from backlog to working system conduct the scrum event sprint planning sprint review sprint retrospective and daily scrum participate in the creation and interpretation of scrum artifacts like product backlog sprint backlog finish deliverables and the definition of done let's see somebody oh there was a question here that was chatted oh can you please come again with the strategy of going through the last first fall selecting an answer I can do that and that's actually one of the documents that you can download and simply talk and this is it right here so question strategies five of them read the last sentence first then the whole question if necessary read all four answers throughout the eat the ones that you can throw out and then select the best from those that are remaining that's the strategic approach on the questions let me minimize that and now let's talk about the values of scrum now this is different than pillars this is values so there are five values for that and this is something that I want you to memorize I'm going to switch my cameras here and go to the whiteboard and we're going to add to our list Oh Ron color you can tell I'm a project manager because that would bother me so the five values of scrum and there's an acronym you can see that on the screen right cforce okay so five values of scrum and she f o r C and you kind of know my style here you don't have to do it this way you know whatever works for you but have some kind of a strategy for memorizing things it will probably serve you well so the the first C is commitment the next one there are four 4s is focus o is openness that two ends or one I don't know openness will blame it on the marker if it's not right r is for respect and the last C is courage and so there's your little chart right there and let me just briefly go over these none of these will be a big surprise here we've talked about some of them already in one context or another so the four commitment that means the commits the team is going to commit to deliver value to the customer they're on board there's the buy-in all of that's their focus the team is going to focus on a few important things at a time so we're going to do time boxing we're not going to do things Bradley specifically focus on a few things at a time oh it's openness that's analogous to the tea transparency and the pillars meaning we're going to be completely open in sharing information about the project our own opinions our fears our concerns etc our stands for respect and that's kind of a 360 of view we respect ourselves we respect others we respect the concepts that we are using as part of scrum and and you know and we respect the other stakeholders as well 360 and the lassi stands for courage and that's the courage to make commitments even when we're in an uncertain environment courage to deal with fear that comes from a failure courage to share disagreements openly yet respectfully courage to participate in debating technical approaches etc okay so now let's go to the scrum lifecycle chart and what I want to do is I want to elaborate on this just a little bit and I'm going to try and use my mouse to do some some additions to this first of all we have the product backlog the product backlog has to be kept current and we call that grooming grooming is adding user stories and removing user stories from the product backlog product backlog is the scope of the project the product owner owns that the team assists in that effort grooming is pruning pruning the backlog is prioritizing and reprioritizing so the product backlog is pruned and groomed regularly throughout the course of the project now there is a meeting that takes place right here which is called the sprint planning meeting can I just do P SP here sprint planning meeting okay that is one of the ceremonies or events that takes place in scrum in the the sprint planning meeting it is a time boxed event and it is time boxed to two hours for each week of the sprint so in our example here we have a 30-day sprint so if we have a four-week sprint then our sprint planning meeting will be eight hours in duration and two things happen during the sprint planning meeting the user stories that are going to be included in the sprint are selected right there put into the sprint backlog which is a subset of the product backlog containing the user stories that are going to be completed during the sprint and the second thing that happens during the sprint planning meeting is the selected user stories are then disaggregated into tasks and estimated once that's done then the work of the Sprint begins there will be a daily scrum like we did at the beginning of our workday together as our team and then at the end of the work of the sprint there will be the Sprint review the Sprint review meeting or ceremony is also time boxed and it is time box - one hour for each week of the sprint so for doing a four-week sprint the Sprint review meeting be four hours in length the primary purpose of the review is to showcase and demo the software and get feedback from relevant stakeholders and allow the product owner to say I accept or I reject the work that has been done then after that is the Sprint retrospective now this is where the team asks and answers three questions what went well what did not go well and what are we going to do different going forward regarding the previous sprint that was just completed and the ones that is is just coming up and then the Sprint itself will result in working software or value for the customer and then of course everything goes back and repeats for as many Sprint's as necessary to complete the scope of the project let's see I see a chat here how similar or different is the product backlog to SRS software requirement specs document which is widely used in projects um it's different and if you will hang on to that question we're going to have a discussion later on about user stories and that will help you understand the differences and we'll get into the user stories that come from the customer and user stories that come from the text domain and that will help answer your question so you can hang on to that okay great thanks okay so a little bit more detailed view of the scrum project lifecycle now let's talk about a couple other things here when it comes to a sprint there are some things that affect the duration of the sprint so the team is going to have to decide how long each of the Sprint's are going to be and things that are a factor in include the stability of the product backlog if the product backlog is changing a great deal then that's going to argue for shorter durations because there's a high level of uncertainty and so you have a greater amount of control on your project if you have shorter Sprint's now on the other hand another factor is the cost of iterating every time we do a sprint there are costs associated with the sprint planning meeting the Sprint review the Sprint retrospective right people shop through those meetings you gotta pay them and excuse me so there if there is an overhead cost to actually doing sprints the goal of the sprint is working software at the end the end product should be near releasable or potentially shippable now there might be working software that the product owner isn't going to want to release maybe because it as a standalone component of working software for the system doesn't create any value or any usability for end-users and maybe you wait till the end of a release before you release everything but the idea is is this working software and it could be released if the customer wanted to do that sorry I just dropped something I see a question there I will circle back to your question in just a sec the Sprint duration and deliverables do not change once the team has committed this is another one of those things that has to be viewed as absolute when we're doing scrum so if we say that we're going to do a two-week sprint and we select five user stories based on our velocity or capacity once that decision has been made the duration of the sprint does not change and we do not add or remove any user stories now it could be possible for the product owner to cancel a sprint but that would be extreme that would be because there is such a major change to the product backlog that the work of the current sprint is going to be completely irrelevant you don't change the Sprint you cancel the Sprint and then the bottom one here the Sprint begins with planning and ends with review and a retrospective and there was a question here are there any issues with combining the retrospective and the planning ceremonies and the answer to that is yes now could they be combined depending on the environment the answer is yes and the way we would arrive at whether or not it would make sense is who's going to be participating but they would be separate agendas so the agenda for the retrospective is what went well what did not go well what are we going to do different and the mandatory participants for that meeting are the the team the scrum team is the scrum master going to be there likely as a facilitator is the product owner going to be there maybe maybe not if the product owner is there you know the product owner could maybe answer questions and help clarify but the product owner does not weigh in on what went well but do not go well and what are we going to do differently that is all owned by the team in the planning meeting the product owner has to be there and the product owner is the main driver of that meeting the product owner is talking about or dealing with the priority of the user stories the team's weighing in maybe there's some dependencies that need to be considered but the product owner has to make the hard decisions with regards to what's going to be done in the next sprint based on the constraints from the team like velocity and technology and sequencing and things like that so I kind of answered that from a real-world point of view yes it could be it's not desirable the test they are completely separate that get you there I keep my eye on the chat box make sure I got that answered well enough for you and let's move ahead okay the sprint planning meeting this is looking right down here this is conducted at the beginning of a new sprint it's attended by the team the product owner and the scrum master and there are two approaches to deciding what's going to be included in the sprint it can be based on commitment and it can also be based on velocity and the goal here is to get team buy-in make sure that there is clarity between the team and the product owner as to what the definition of done looks like for the user stories that are going to be included in the sprint and of course it should be realistic and achievable and you know there can be a little bit of an issue where you've got you know a well-meaning product owner that's driving really hard and the team says you know we can do these sprints and the product is honor thing no come on you got to do at least one more I got to have this one in this sprint you can get a question like that and it might be what would the scrum master do if you had a dominant product owner that's trying to persuade the team to do more than the team thinks it can do and that's where the scrum master comes in the scrum master plays the role of the mentor the coach and you know assisting in the resolution of those kinds of issues without the citing the scrum master is not at the fighter the team decides when it comes to how and the product owner decides when it comes to what okay the scrum meeting daily scrum we've talked about it right the entire team attends the meeting could the product owner be there yes does the product owner need to be there no sometimes the product owner can be you know an impediment to the meeting but would be welcome but if the product owner started asking questions or became the focus of questions being asked the scrum master would have to help facilitate a change because that would not be effective for the daily scrum duration 15 minutes we talked about that and the agenda what did i do yesterday what am I going to today and what are my impediments the Sprint review now who attends it's going to be the team the product owner the scrum master and potentially others so optionally others you know that we would want to get feedback from would be end-users operations folks pursuits all of those would be welcome depending on the relevance of the software that's being demoed and being subject to the acceptance testing and the product owner you know giving the thumbs up or the thumbs down when it comes to acceptance the duration for this we mentioned this before it's not just a flat two hours it's one hour per week so if you did a four-week sprint you would plan on the review being a maximum of four hours in duration the agenda is to demo the completed software get feedback and then see where we are when it comes to the the release plan the retrospective who is there it's attended by the team and I would modify this slightly and I would say this is the the mandatory group that needs to be there optionally the scrum master would be there potentially you could have an external facilitator the role of the scrum master would be the facilitator now a good scrum master being a facilitator in a retrospective would have some knowledge of control charts the five why's Ishikawa diagrams things like that and although the scrum master would not be participating in the acts use of the tools the scrum master would be facilitating the effective use of those tools when it comes to duration the rule is 45 minutes for each week ooh that was a good four that was kind of a lousy five so if you had a two week sprint then you would have an hour and a half retrospective max and what's the purpose there is the agenda for the retrospective three questions what worked well would to not go well what are we going to do different and it's not just a chat session well that would be part of it you will use tools and techniques like some that I mentioned control charts Ishikawa diagrams five why's there's a number of things that you might use in order to surface assignable causes for issues so that we could then come up with the resolution to those this is where continuous improvement is going to happen you know continuous improvements the result of other things but this is the main thing and if Yuri get a question about the relevance or the necessity of retrospectives there is no equivocation you do a retrospective after every sprint if you don't do a retro so if you don't then there's no improvement you know things just stay static okay so we talked about the four main ceremonies right in a scrum project sprint planning you with me daily stand up the Sprint review and then the Sprint retrospective all considered mandatory for effectively doing scrum and not doing them or one of them would be considered a fail okay artifacts that we use when it comes to scrum we've talked about the product backlog we talked about the Sprint backlog there's also a release backlog depending on the size of the project it might be advisable to group user stories into releases if you have a product roadmap your releases would line up for that for example I've got a real life project that I'm working on and my product roadmap is got three versions it's a website the first version is free the second version includes a membership component and the third version includes a referral Commission portion to it and so I will then do three releases I'll have all the user stories that will result in version 1 all over the user stories that really result in version 2 so that's what the release backlog is and so if you look at it in sequence the product backlog is the overall scope of the project the release backlog is a subset of the product backlog and then the Sprint backlog would be a subset of the release backlog the product backlog might look something like this it's a list of user stories that are written by the product owner and are going to be developed by the team members and didn't we have we had a product backlog for the thing that we did this morning right so here's another example of a product backlog this is more of a lid it just has the title there would be a user story card for each of the items in the product backlog but the idea would be it would be prioritized there could be user stories that are added or removed depending on what the product owner wants product owner owns the product backlog that's a given does the product owner create all the user stories for the product backlog in isolation no absolutely not because there are technical considerations that the product back there the product owner might not even consider the product owners perspective is more the customer side the end user side and so the product owner might not even think of things like security or architecture related things and there might even be user stories that come from the technical domain that need to be developed before some of the products owners user stories another artifact is the definition of done the definition of done is primarily a checklist and this is what forms the agreement between the product owner and the team as to when we consider something completely done and if we look down here if I where's my I'm looking for my cursor it says here it's usually prepared by the scrum master and consultation with the team that is I would modify this slightly on the definition of done is really driven by the team that you see the scrum master is never a decision maker if you have a scrum master that's saying we have to have this in the definition of done then that's an infringement on the empowerment of the team I agree that the scrum master is a part of the effort to develop the def initiative done but I would kind of flip that the scrum masters the facilitator it's the team that still owns that so now is the product owner involved in this absolutely because the product owner is involved in defining the story and what a fully implemented story looks like so here's a list a short list of what a definition of done could look like the story has been fully implemented or the code completed as described automated unit tests have been developed with at least 80% code coverage it could be more than that this is just an example automated unit tests and acceptance tests for the story are passing no severity has one or two defects and then high-priority test cases have been automated and added to the regression suite the definition have done we point out is likely to evolve as the team's maturity increases as the project advances so what did we talk about we talked about the five values of scrub we talked about the four ceremonies or timebox events that belong in a scrum project we talked about the sprint planning meeting we talked about the daily scrum we talked about the sprint review and we talked about the Sprint retrospective and then we talked about artifacts the primary artifacts we talked about the four of them the product backlog the release backlog the sprint backlog and the definition of done so pretty good right keen so what we're going to do now is we're going to take our quiz on lesson number three uh-oh question here is there going to be a definition I've done at the release level yes there should be a definition of done at the release level absolute and depending on the nature of the project the team and the product owner may decide to do a definition have done for a sprint as well but clearly for each user story right and clearly for each release potentially for a sprint okay so will you double-check and change your chatbox send to option to me privately and let's go ahead and do our quiz question number one how should the team respond to this last sentence first right and then after the start of a sprint the product owner wants to add one more story to the Sprint backlog how should the team respond to this okay seeing some good comments here okay let's see how many looks like most of us have responded so this is testing us on our understanding of time boxing in general and how we do sprints so first of all I remind you that once a sprint has been decided on right once the planning meeting is over you never add or remove anything from the sprint backlog and number two when it comes to Thai boxing you never extend the duration of the time box so with that reminder now granted that's some knowledge right but that's critical knowledge for being a good scrum master and passing the exam so if we look at answer a included in the backlog and extend the sprint right that's a violation of both of those two things be included in the in the backlog only if the PIO the product owner removes another item of equal size and can't do that right because that's adding and removing both she asked the product owner to wait until the next sprint that's possibility hang on to that one d add as a stretch goal but make no commitment nope you cannot add so there you go the answer is C now there was if there was a question about an example on cancelling a sprint I will do that after we're finished with the quiz and I think it's already not displaying anymore so if I forget just reminding me again whoever it was that answered that question and I'll give you an example that might help you understand that better okay so for this question the answer has got to be in my opinion makes sense there it is okay question number two which of the following is a scenario where the product owner should consider canceling the Sprint well maybe we'll take care of that question right now okay so looking at our choices here we are kind of all over the place on this one so that means I didn't do a great job in explaining the cancellation part so you have my apologies and we're going to remedy that right now now remember we never add or remove items from a sprint nor do we ever extend the duration of a sprint we're good on that right so that doesn't change when we consider this question right here so let me give you an example let's say that the product owner created a product backlog to do a accounts receivable and accounts payable system and we're into the project and the product owner says you know what what I really need us to do is to come up with a RM system a customer relationship management system so the accounts receivable part is relevant we need to know who our customers are and we're going to need to track the revenue and things like that that's all needs to be part of our CRM but I don't need accounts payable anymore and so if that would be what we would call a mid-course correction a mid-course change now if the team were in a sprint working on user stories that have to do with the Accounts Payable system once the product owner made the decision to make go in a different direction the work of that sprint that has to do with the AP system is now irrelevant and so that would then be a case where the whole sprint itself would be canceled because the work being done in the sprint is no longer going to be part of the project so major change now that probably helps gets us to the correct answer right a the product owner wants to add a high priority item to the sprint backlog no we don't cancel it for that reason what we would say to the product owner is you know we're in the middle of a sprint right now I mean Sprint's are short right you tell the product owner hang onto it will you know we'll be pruning and grooming the product backlog that can be the top priority for the next sprint be the product owner felt that one of the sprint backlog items was no longer needed okay now the team may then not do that user story but you're not adding or removing you're not replacing it with something else and then see the team reporter that they were way behind schedule in the sprint not that that would ever happen right but that's not a reason to cancel the Sprint boy that's a reason to have a good retrospective and say why is it that we're so far behind you know there could be a lot of reasons but one of the reasons might be you know the team really screwed up when it came to sizing the user stories and you would not want to cancel the sprint because it would rob the team of a lot of information about why that sprint was failing or a portion of it it was failing so then we get the G the Sprint backlog was rendered useless due to a major change so that's the answer right and that after we kind of reinforced the the knowledge on that that makes sense now there was a question here that I think is relevant for this oh there was a question posed what if the product owner is adamant that a user story be added to a sprint and is not willing to wait ah okay that's where a good scrum master becomes invaluable to an organization and the scrum master would of necessity have to talk with the product owner and do some coaching and mentoring and say you know this isn't the way it works and you know you're talking about one user story but remember you've got a whole product backlog of user stories and if we start abandoning the practices that work you know the practices that will deliver the value you want you know it'll be it'll be messed up and so we got to stick with it now if the product owner has a really high priority item in a sprint planning meeting there may be some discussion and some give-and-take and you know some you know a way to figure out a way to maybe you know meet a deadline that the product owner has maybe by you know doing part of it or something but other than that the product owner does not get the dictate to the team how it's going to do its work and doing so derails the scrum process and Rob's the project of the effectiveness of using scrum to run the project okay so back to this question here gives the right answer there it is okay so question number three what should be done about the remaining two stories a team completed eight out of ten stories planned in a sprint what should be done about the remaining two stories okay so let's just chat about this and my compliments to you as a team everybody was throwing out B and D as near as I could tell and I saw catch like the sprint is time box so it couldn't be so you can't extend it let's see there's some chats about D I would throw out B and D definitely not be indeed C no intermediate sprint should be done yeah comments like that so and there's a lot there's probably some that have already scrolled off at the top here so B and B are out right so then it's down to a or C and I saw a couple chat said it's kind of a tie between a and C so for some of us it became a 50/50 now I had one chat that said probably he because if there were only ten users stories in the product backlog and there's just two left over there's no point to reprioritize I can't remember who chatted that but notice that the question is about a sprint and it's not referring to the product backlog it's eight out of ten user stories for the sprint there could be a hundred user stories in the product backlog yet so that's probably just the case of reading a little bit too fast and that's one of the dangers right we mentioned that earlier today I think you know there's the pressure to go fast but then there's the risk going too fast so the idea here would be that oh and somebody chatted this the product owner chooses what goes into the sprints not the team so therefore the item should we move back to the product backlog and then be candidates for the next sprint based on what the product owner wants to do and that's probably the best chat that I saw as far as the logic to going with a / C so I believe then that a is a superior answer to see it might end up being that she happens but it wouldn't be what is automatically done here's another chat so before moving to the next print the product backlog should be pruned and therefore it should be a yes that is exactly right the product backlog is continually pruned and groomed and it's definitely pruned and groomed when we're doing the review and we're doing the planning it can be pruned in groom at other times as well but definitely that's part of the agenda for those two meetings okay so therefore I believe the best answer is a and there it is okay question number four who should determine the duration of a sprint in scrum some brilliant catch here this is great yeah Bianca excellent okay so let's chat about this just briefly and let me see if I can use your chat to actually do this instead of me here here's a chat a scrum master is never the decision maker oh that's a true statement that would suggest we got to throw out be right let's see what other tests do we have here team has to decide upon the the on how the the work is done another chat product honor deals with the watch the team deals with the house so therefore the product owner gets eliminated and as well the scrum master let's see the team is an empowered team it has to make the decisions yes King there was a chat here it says maybe the scrum master after collecting inputs from the King now that looks more like a project manager that's not how we do it in scrum the scrum master may facilitate discussions but the team owns the decision the product owner doesn't dictate to the team how the work will be done neither does the scrum master yep then they would work as a team for the Sprint which the teams been formed yep go with a cool cool cool it see that I miss anything here I think that's right the customer you know interestingly enough the customer is not part of scrum the product owner is the customer voice now the customer could be the product owner but on the only time the customer is a role a defined role in agile message is for XP it's the actual customer in scrum we call the product owner could be the customer but the product owner is at a minimum the customer voice is not the actual customer so Dee goes out it's actually not even a possibility because it's not possible who the customer doesn't exist in scrum and so the answers got the BA and there it is okay so team that takes us to the end of our slides for lesson number three

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Keywords: simplilearn, training, asm, agile scrum master, asm tutorial, agile scrum training, agile scrum tutorial, agile scrum model, asm training, asm certification, agile scrum master certification, agile scrum master online training, exin, exin asm, exin agile, elearning, agile scrum master training, agile scrum master in a nutshell, 2016

Id: cMG_YXZhSiE

Length: 75min 6sec (4506 seconds)

Published: Thu Jun 09 2016