Complete Advanced Agile Scrum Master Certification Training

Understand how scrum starts with a problem, builds a product backlog and sprint backlog, and delivers increments via sprint planning, sprints, reviews guided by product owner, developers, and scrum master.

Compare traditional waterfall with agile, and see how short cycles, customer feedback, and scrum guide adaptive delivery toward the correct product vision.

Explore how agile, rapid, and lean relate: be rapid and agile to reach the correct product quickly with minimal waste, enabling success with agile and scrum.

Recognize that scrum is a framework, not a fixed process, enabling teams to define their own methods while complementing with product management practices, lean practices, and user story notation.

Explore the cone of uncertainty and how product knowledge evolves over time, reducing uncertainty in development. Discover how sustainable pace and Scrum's iterative, incremental framework drive delivering complex products.

Deepen your understanding of scrum theory, rules, and recommendations, rooted in empiricism and lean thinking, and connect accountabilities, events, and artifacts to reduce waste.

Explore empiricism in Scrum, showing how transparency, inspection, and adaptation drive learning in complex environments, with artifacts and events guiding short, timeboxed sprints to improve predictability and manage risk.

Learn the five scrum values: commitment, courage, focus, openness, and respect, and how they drive transparency, inspection, and adaptation, build trust with stakeholders, and ensure scrum is truly agile.

Identify the Scrum theory—empiricism and lean thinking—and confirm the three pillars—transparency, inspection, and adaptation—and the five values of commitment, courage, focus, openness, and respect.

Meet the scrum team and its self-managed, cross-functional roles—the product owner, the Scrum Master, and developers—and learn how they transform the product backlog into a valuable increment every sprint.

The product owner maximizes the value delivered by the scrum team by managing the product backlog and communicating the product goal, guiding development to prioritize high-value work.

Developers in scrum form a cross-functional, self-managed team that delivers usable increments by autonomously planning product backlog items with the product owner, ensuring unity among specialists and generalists.

Remove impediments and coach self-management to empower both the organization and the Scrum team. Guide backlog value and lead scrum adoption to ensure team effectiveness.

Explore scrum team accountabilities (product owner, scrum master, and developers) and how the product owner maximizes value, the master coaches the team, and management supports bottom up intelligence.

Demonstrate how scrum works by detailing how each event is held and how artifacts are constructed and sustained in a real product case study, including a simulated web app.

Explore a Cornwall case study of a cross-border auction service with a content management system, authentication, wallet payments, bids, watch lists, and shipping for Yahoo Auction Japan.

The product goal defines a future state and serves as the long-term objective the scrum team plans against using the product backlog to deliver value.

Define how a product goal translates a product vision into a measurable future state for the scrum team to pursue, with targets, metrics, and timelines.

Discover how the product backlog is an ordered, emergent list of features and fixes driven by just-in-time requirements. Top backlog items are broken into user stories that fit the sprint.

Analyze how to order the product backlog for a sprint, assess items ready for selection, and examine the requirement of a product goal per the Scrum guide.

Define the increment as a vertical, fully integrated deliverable each sprint, enabling usable features, early product visuals, and authentic stakeholder feedback to guide Scrum.

Learn how the definition of done sets shared criteria and gates that ensure increments meet quality measures and align stakeholders across all backlog items and milestones.

Understand technical debt as a practical consequence of imperfect software practices, including code decay, design and testing debt, and its impact on cost of change and agility. Learn how the scrum team uses definition of done and sprint retrospectives to manage debt and balance short-term delivery with long-term quality.

Analyze the increment in scrum through assessment questions, noting that increments are usable at sprint end but not necessarily released, and that the definition of done guides its usability.

Pre-planning by the product owner maps backlog items to the product goal and validates risks, then the scrum team conducts sprint planning to define sprint goal and sprint backlog.

Guiding you through forming a sprint backlog, the lecture defines the sprint goal, selects product backlog items, decomposes them into technical tasks, and achieves consensus to empower developer autonomy.

This lecture clarifies sprint planning basics from the Scrum guide, detailing the sprint backlog with product backlog items and the sprint goal, timeboxed to eight hours for a one-month sprint.

Explore the sprint backlog’s emergent nature and how developers and the product owner adjust scope to protect the sprint goal, with planning detailing only the first days.

Developers perform cross-functional work to deliver increments during sprints, using a scrum board with swim lanes and backlog items in stages: to do, in progress, and done, enabling collaboration.

Participate in the daily scrum, a 15-minute timeboxed meeting where developers review progress toward the sprint goal, adapt the backlog, and answer the three questions to guide the next day.

Sprints are time-boxed to at most one month and start after the previous sprint; only the product owner can cancel if the sprint goal becomes obsolete.

Examines development work and the daily scrum, noting that events occur at the same time and place to reduce complexity, with a 15-minute daily scrum for developers.

Inspect the sprint increment with stakeholder feedback to adapt the product backlog and plan future adjustments. Timebox the sprint review to four hours for a one-month sprint.

Prepare the sprint review by ensuring done backlog items meet the definition of done for demonstration. Present only the increment to promote transparency and invite stakeholders to try the features.

Review the sprint review as an inspect-adapt event attended by the Scrum team and key stakeholders, focusing on inspecting the increment and adjusting the product backlog within its time-box.

The sprint retrospective lets the scrum team inspect and adapt, discuss what went well and what didn't, address process and people issues, and add improvements to the product backlog.

Recap the sprint retrospective by confirming the whole scrum team participates, clarifying improvements are not mandatory to enter the sprint backlog, and highlighting timeboxing for monthly sprints.

Scale scrum coordinates multiple scrum teams on one product with one product backlog, one product owner, a Nexus integration team, and a definition of done to deliver one integrated increment.

Compare feature teams and component teams, noting feature teams deliver end to end value while component teams focus on specific components, and balance depends on context, with a 75/25 mix.

Explore how scaled scrum requires all teams to share the same definition of done, follow one product backlog and a single product owner, and avoid hardening sprints.

Advance from psm i review to mastering the scrum master accountability, leadership, and team development, exploring coaching, mentoring, conflict handling, and group development for psm ii certification.

Explore the leader who serves stance of the Scrum Master, focusing on servant leadership to empower teams, remove impediments, facilitate events, and foster open communication for continuous improvement.

Adopt a teaching stance as the Scrum Master supports novice teams through Shu stage, introducing Scrum practices like user stories, release planning, and planning poker to foster health and productivity.

Explores the Ha phase of Shu-Ha-Ri and the Scrum master's coaching role across individuals, teams, and the organization, with practices like retrospectives, TDD, and CI/CD.

Foster a self-sufficient team through mentoring in the Ri stage of Shu-Ha-Ri. Guide adaptive Scrum practice with a mentorship mindset and clarify coaching versus mentoring for continuous agile improvement.

Explore the facilitator and manager stances of the Scrum Master, focusing on process adherence, removing impediments, and guiding Scrum events to maximize team performance within the framework.

Bridge team objectives with organizational goals by adopting a change agent stance, driving Scrum adoption through workshops and pilots, and aligning leadership across departments.

This lecture outlines eight Scrum Master anti-patterns to avoid—Scribe, Secretary, Scrum Police, Team Boss, Admin, Chairman, Superhero, and Coffee Clerk—and urges a facilitator role to foster self-management and impediment removal.

Explore conflict management in agile scrum, using a five-level model to de-escalate disputes, empower teams, and foster trust, transparency, and collaboration through deliberate interventions and retrospectives.

Explore the Tuckman group development model—forming, storming, norming, performing, and adjourning—and how the Scrum Master guides teams to performing with a clear product backlog, product goal, and definition of done.

Explore key Scrum Master leadership principles through five scenario questions, clarifying the Daily Scrum purpose, fostering team self-management, and reintegrating the Product Owner into retrospectives to improve collaboration.

Explore scaling Scrum with Nexus, manage dependencies across teams, and master cross-team refinement to create a unified Nexus sprint backlog.

Lead cross-team refinement in Nexus by breaking down backlog items, mapping dependencies on a cross-team board, and sequencing work across sprints to deliver a usable, integrated increment.

Visualize the nexus sprint backlog and manage cross-team dependencies using the cross-team refinement board during nexus sprint planning, guiding team selection and per-team sprint planning from blocked to done.

This sniper lecture on scaling scrum explains minimizing inter-team dependencies when expanding teams using the same product backlog, and using a collaborative definition of done to ensure integrated increments.

Delve into scrum values and explore self-management, emergent architecture, timeboxing, and forecasting versus commitment to sharpen PSM II assessment readiness.

Explore the behavioral foundation of Scrum by embracing its five core values: commitment, focus, openness, respect, and courage, driving team actions, transparency, and continuous improvement.

Master self-management in Scrum from task to team level, with product and sprint goals, timeboxing, and the roles of product owner, development team, and scrum master, guided by Scrum values.

Explore emergent architecture in agile scrum, learning how to define system architecture as needed, balance upfront planning with continuous adaptation, and emphasize technical excellence for security, scalability, and performance.

Timeboxing assigns a fixed duration to tasks to boost focus and reduce waste. It helps prioritize critical work, reduce delays, and keep the team aligned within Scrum.

Explain why Scrum shifts from committing to forecasting product backlog items for a sprint, emphasizing the sprint goal, empirical learning, and adaptability while renegotiating the sprint backlog as needed.

Explore velocity as an internal Scrum metric, clarifying the distinction between value and output, why velocities vary by team, and how to avoid cross-team comparisons and gaming.

Master scrum principles through practical questions on self-managing teams, velocity interpretation, openness, and emergent architecture for psm ii certification.