• Scrum Master fundamentals

    Scrum Master fundamentals

free module01
Introduction to Agile and Scrum

In this webinar, we will talk about the reasons why there is such a term as Agile in the world of software development. We will answer the following questions:

  • Why is the Agile approach particularly attracting more and more followers now?
  • What do the principles of Agile manifesto mean and how to implement them into our projects?
  • In what cases should it be used, and where other methodologies can be used.
  • And also, we will tell you (and we will remind someone) about the key elements of the Scrum framework, one of the most common implementations of the Agile development principles. We will tell you about its main roles, activities and artifacts. 
     
Introduction to Agile and Scrum
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section1:  Scrum for a team member
Scrum team

The team is the core of any process. This is precisely why so much attention is paid to the proper organization of its work in SCRUM. Not only does Scrum give an understanding of what an Agile team should be, but also for the first time, in comparison with other methodologies, it introduces the concept of a customer, with whom it is necessary to collaborate on an ongoing basis.

In our webinar, we will consider the following questions:

  • What roles does the Scrum team involve?
  • What are the responsibilities for each role and what is the best way to implement them?
  • What are the characteristics of the Scrum team and what are self-organizing teams?
  • How can you keep team risks low by using a "number of trucks "?
  • In addition, we will share with you the information about the major obstacles that can arise on the way towards the Scrum team creation or transformation, and what the "silver bullet" is. :)
     
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02
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section1:  Scrum for a team member
Requirements for Scrum

Back when Agile and Scrum were just appearing on open spaces of Ukraine, many IT professionals were misled by the superficial simplicity of Scrum requirements and the absence of multi-page specifications. Thus, the myth emerged that there are no requirements in Agile, or that they are not needed. In fact, the requirements are not only present, but also built according to the appropriate hierarchy and, actually, fully meet the Agile, fast and value-oriented software development requirements.  

In our webinar, we will cover the following topics:

  • Who is responsible for the requirements in the Scrum team
  • We will understand where the work with the Scrum requirements begins                                                      
  • What is a User Story and why you should use such a format
  • We will talk about how to organize requirements properly and what hierarchy is used in the Agile approaches 
  • We will consider the notion of Backlog (Backlog), its prioritization and proper management.
     
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03
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section1:  Scrum for a team member
Measurable Tasks for Performance Evaluations

Performance evaluation is a key component of any process and software development methodology. This is the adequate estimation that allows you to plan future work on a project or product. Different methodologies use different measures to estimate the duration of work: man-hours, story points, sizes of T-shirts or even fruit. What is the right way to estimate?

In this webinar you will learn:

  • Why Agile and Scrum use relative estimations of labor intensity
  • How the estimation process looks like in relative units and what a Planning poker is
  • What the terms Velocity and Capacity mean?
  • What kind of estimation is used at different levels of planning (a release, a sprint, a day)
     
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04
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section2:  Scrum for Scrum master
Sprint & Release Planning

"Plans are nothing; planning is everything."
34th U.S. President Dwight Eisenhower

Planning in Agile and Scrum is one of the main differences from classical methodologies and, above all, it is based on empirical data, rather than on prophecies. Planning in Scrum takes place at all levels of work, beginning with the level of a project or a product, reaching low-level technical tasks.

In this module, we will consider in more detail:

  • Planning in Scrum in terms of team and Product Owner
  • The use of Velocity and Capacity for planning
  • The principles of planning at the release level using the Minimal Marketable Product
  • In addition, different approaches to release planning based on a budget, time or the scope of work.
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05
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section2:  Scrum for Scrum master
Sprint Monitoring

One of the four basic functions of management is monitoring. Any activity requires tracking key parameters (KPIs) to understand whether the software development or project is moving in the right direction and whether you should make certain adjustments. Scrum has quite convenient, effective, and most importantly intuitively simple metrics and events, with which you clearly understand where you are.

We will tell you:

  • How to understand if you are able to meet a deadline for an iteration (sprint);
  • Whether you will have enough time to develop all the functionality before the release date;
  • How to find out about the problems that can interfere with the successful completion of a sprint;
  • How to choose the duration of a sprint or release properly based on the organization expenses and the flexibility of technologies that you use. 
     
module
06
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section2:  Scrum for Scrum master
Continuous improvement

Kaizen, or a constant improvement, the term that came to us from production, namely, from the automotive industry. This principle allows a project and a team to adapt their process to the customer needs, and make it the best fit to the way the team wants to work. It is the process of continuous improvement that makes Scrum such a successful methodology; that is because, with the help of these changes any team can make its work interesting, relevant to its interests and project interests.

In this webinar, we will take a closer look at the processes:

  • Sprint Review and Demo
  • Retrospectives
  • How to conduct them effectively
  • And how to make sure that emerging arrangements and improvements are implemented and actually lead to improvement.
     
module
07
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section3:  Advanced Scrum for project manager / programmer
Scaling Agile

Like everything great, Scrum started with something little, and at the time of its birth it was usually used on small projects to work on small products, respectively, with the help of small teams :) And, of course, over time, after the framework became popular, the need to scale to larger projects and more teams emerged. 
In the basic description of the Scrum guide, it is not described how to use Scrum effectively on large projects. Thus, our webinar is meant to tell you which elements you need to add in order to work successfully when there are several teams.

In particular, we will talk about:

  • How to plan a release with multiple teams
  • How to guarantee knowledge sharing about one product among different teams
  • How to plan and allocate tasks between several teams

And, of course, we will season it with our experiences in using these elements and point out which of them are the most effective. 

module
08
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section3:  Advanced Scrum for project manager / programmer
Agile mindset or what is the "Flexible Worldview"?

Upon the implementation of some improvements in your work, you could notice that they gave excellent results in some teams, but in others, no matter how hard you tried, there was no enhancement.  The matter is not in the nature of the specific team's work. When you start analyzing the reasons, particular skills and certain mindset come out to the surface. This is exactly what is necessary for success. What is the mindset? Can it be acquired somehow?

We will answer this complicated question in our webinar. Additionally, consider the following topics:

  • How can you change your mindset and whether it should be done at all?
  • What are the benefits and drawbacks of the Agile mindset?
  • How can you turn Agile into a sacred cow?
     
module
09
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section3:  Advanced Scrum for project manager / programmer
Common Mistakes in Scrum Implementation

Most possibly a lot of you have already had experience in doing Scrum. However, oftentimes it's not pure "Vanilla Scrum" but "ScrumBun" ", as a result of a classic statement "well, we do Scrum, but...". Then there will be a list of reasons of what is wrong with your project. This is at best.

At worst, your colleagues will have an allergic reaction to the words "Agile", "Scrum", "Kanban " and their derivatives. In some particularly neglected cases, their use will be under even greater taboos than the name "you-know-who" from the film series about Harry Potter :)

Why does this happen? What mistakes are allowed and how to avoid them?

Let's try to answer these important questions in our webinar.

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10
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