Material For Student SMPC® (V052021A) EN

Source of this Material
This material is based on the Official Scrum Guide 2020 created by Ken Schwaber and Jeff Sutherland.
© 2020 Ken Schwaber and Jeff Sutherland This publication is offered for license under the Attribution
Share-Alike license of Creative Commons, accessible at https://creativecommons.org/licenses/by-
sa/4.0/legalcode and also described in summary form at https://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.
Objectives
● Understand the role of a Scrum Master based on the Scrum Guide™
● Understand the responsibilities of the Scrum Master
● Prepare to play the role of a Scrum Master in an organization that uses Scrum
● Understand the key terms and definitions to successfully pass the Scrum Master Professional
Certificate SMPC® exam
● Achieve recognition with CertiProf® Professional Certification
Who is CertiProf®?
CertiProf® is an examination institute founded in the United States in 2015. Located in Sunrise, Florida
Our philosophy is based on the creation of knowledge in community and for this purpose its
collaborative network consists of:
● CKA's (CertiProf Knowledge Ambassadors), are influential people in their fields of experience or
SCRUM MASTER PROFESSIONAL CERTIFICATE SMPC®
mastery, coaches, trainers, consultants, bloggers, community builders, organizers, and evangelists
who are willing to contribute to the improvement of content
● CLL's (CertiProf Lifelong Learners) identified as continuous learners who have demonstrated their
unwavering commitment to lifelong learning, which is vitally important in today's ever-changing
and expanding digitized world. Regardless of whether or not they win the test
● ATP's (Accredited Trainer Partners), Universities, training centers, and facilitators from all over the
world that make up the partner network
● Authors (co-creators), Industry experts or practitioners who, with their knowledge, develop content
for the creation of new certifications that meet the needs of the industry
● Internal staff, our team, distributed
with operations in India, Brazil,
Colombia, and the United States
supports day by day the execution of
the purpose of CertiProf®
2
Our Accreditations and Affiliations
Agile Alliance
CertiProf® is a Corporate Member of the Agile

Alliance
By joining the Agile Alliance corporate program,

we continue to empower people by helping them
reach their potential through education. Every
day, we provide more tools and resources that
enable our partners to train professionals looking
to improve their professional development and
skills.
https://www.agilealliance.org/organizations/
certiprof/
IT Certification Council - ITCC

ITCC Members to November 2020.
3
Who should attend this certification workshop?
● Anyone who is interested in expanding their knowledge in the Scrum Master Role
● IT Leadership (Managers/Directors/VPs/CIOs/CTOs)
● Project Managers
● Product Owners
● Aspiring Scrum Masters
● Team Leaders
Prerequisites
● There are no formal requirements for this certification
● Certification code: SMPC®
Presentation
Welcome!
Report in the following format:
● Name
● Company
● Job title and experience
● Familiarity with Scrum concepts and practice
● Expectations of this course
SMPC® Exam
Certification exam:
● Format: Multiple selection

● Questions: 40
● Approval score: 32/40 or 80 %

● Duration: 60 minutes
● Open book: No
● Delivery: This exam is available online
● Supervised: it will be at the discretion of the coach/self-monitoring is available
● Two attempts included
SMPC® is a (registered) Trade Mark of CertiProf, LLC. All rights reserved.
4
Badge
https://www.credly.com/org/certiprof/badge/scrum-master-professional-certificate-smpc.1
Learning Goals
The learning objectives of this certification are based on:
● The 2020 Scrum Guide™, http://scrumguides.org

● Agile Manifesto, 4 values and 12 principles, http://www.agilemanifesto.org
● Agile Glossary, https://www.agilealliance.org/agile101/agile-glossary/
● Essential Scrum: A Practical Guide to the Most Popular Agile Process - Kenneth Rubin (Author)
1. Agile Introduction
2. What is Scrum
3. Scrum values
4. Scrum Team
5. Scrum Events
6. Scrum Artifacts
7. Advanced Scrum concepts
8. Act as Scrum Master
5
CertiProf Scrum Pathway
● Scrum Foundation SFPC™

● Scrum Master SMPC®
● Scrum Product Owner - SPOPC™
● Accredited Scrum Trainer - AST™
Lifelong Learning
Earners with this particular badge have proven
their unwavering commitment to lifelong learning,
which is vitally important in today's ever-changing
and expanding digitalized world. It also identifies
the qualities of an open-minded, disciplined and
constantly evolving mind, capable of using and
contributing its knowledge to the development
of a more equal and better world
Earning Criteria:
● Be a candidate for CertiProf® certification

● Be a continuous and focused learner
● Identify with the concept of lifelong learning
● Truly believe and identify with the concept
that knowledge and education can and should
change the world
● Want to boost your professional growth
6
7
AGENDA
Introduction 10
Introduction 11
What is Agile? 11
Cynefin Framework 11
Agile Manifesto 12
Aspects or Pillars of the Manifesto 12
Principles Behind the Agile Manifesto 13
Principles 13
Declaration of Interdependence 14
The 6 Values: Declaration of Interdependence 14
What is Agile? 14
How should we see Agility? 15
Business Agility 15
Why Agile Methodologies? 16
Traditional Project Management 17
Definition of Scrum in Time 17
Definition of Scrum in the Guide (2020) 18
About Scrum 19
Scrum Patterns 19
Scrum Theory 21
Empiricism 22
Empirical Process Control 22
Lean Thinking 23
5 Principles of Lean Thinking 23
Iterative 23
Three Pillars of Scrum 24
Transparency 24
Inspection 24
Adaptation 25
Scrum Values 26
Scrum Values 27
Commitment 27
Focus 27
Openness 27
Respect 28
Courage 28
Scrum Values 28
Scrum Team 29
Scrum Team 30
Self-managed Over Self-organized 30
Scrum Team 31
Developers 32
Developer Skills 32
Developer Accountability 32
8
Agile Teams Features 33
Product Owner 33
Features of Product Owner 33
Product Owner´s Responsibilities 34
Scrum Master 35
Stakeholders 36
Scrum Events 37
Scrum Events 38
The Sprint 38
Scrum Events 39
The Sprint 40
Sprint Planning 43
Sprint Backlog 46
Daily Scrum 47
Additional Aspects – Daily Scrum 48
Sprint Review 49
Sprint Retrospective 50
Techniques for Driving a Retrospective 51
The 5 Stages of a Retrospective 51
Scrum Artifacts 52
Scrum Artifacts 53
Product Backlog 54
Commitment: Product Objective 55
Sprint Backlog 56
Commitment: Sprint Goal 57
Increment 58
Commitment: Definition of Done 58
Agile Practices 59
Agile Glossary 60
Advantages of Time-Boxing 61

Key Concepts 62
INVEST 63
Level of Detail 63
How is a User Story formed? 64
Features: Invest Model 64
Task 65
How is a Task formed? 65
Planning Poker Estimate 65
Kanban 66
MVP 66
Velocity 66
Scrum of Scrum 67
SMPC® Exam 67
Badge 68
9
Introduction
Introduction
Projects are affected by time constraints, cost, scope, quality, resources, organizational capabilities,
and other limitations that make them difficult to plan, execute, manage, and finally succeed.
What is Agile?
Agile is the ability to create and respond to change. It is a way of dealing with, and ultimately succeeding
in, an uncertain and turbulent environment.
The authors of the Agile Manifesto chose "Agile" as the label for this whole idea because that word
represented the ability to adapt and the response to change that was so important to their approach.
Source: https://www.agilealliance.org/agile101/agile-glossary/
Cynefin Framework
Author: Dave Snowden
Based on https://www.youtube.com/watch?v=N7oz366X0-8
11
Agile Manifesto
The Agile manifesto emerged on February

17, 2001, when seventeen critics of software
development met and coined the term "Agile
Methodology" to define the methods that
were emerging as an alternative to formal
methodologies.
The Agile manifesto consists of 12 principles

associated to 4 aspects or pillars.
Source: https://www.agilealliance.org/manifesto-
download/
Aspects or Pillars of the Manifesto

● Individuals and their interaction, over processes and tools
● Working software, over the detailed documentation
● Customer collaboration, over contract negotiation
● Responding to change, over following a plan
12
Principles Behind the Agile Manifesto
The highest priority is to satisfy the customer

through early and continuous delivery of useful
software. Welcome changing to requirements,
including late ones.
Frequently release a running software, from

a couple of weeks to a couple of months, with
preference for shorter periods.
Business leaders and developers should work

together daily during the project.
Build projects around motivated individuals.

Provide the environment and support they need,
and trust that they will get the job done.
Direct conversation is the most efficient and

effective method of transmitting information,
both to and within the team.
Principles
A working software is the primary measure of
progress. Agile processes promote sustainable
development.
Continuous attention to technical excellence and

good design enhances agility.
Simplicity--the art of maximizing the amount of

work not done--is essential.
The best architectures requirements and designs

emerge from self-organizing teams.
At regular intervals the team reflects about how

to become more effective, then tunes and adjusts
its behavior accordingly.
13
Declaration of Interdependence
Declaration of Interdependence in Project Management was written in early 2005 by a group of 15

project leaders as a supplement to the "Agile Manifesto.”
It lists six management values needed to reinforce an agile development mindset, particularly in the
management of complex and uncertain projects.
The 6 Values: Declaration of Interdependence
1. We increase return on investment by making continuous flow of value our focus
2. We deliver reliable results by engaging customers in frequent interactions and shared ownership
3. We expect uncertainty and manage for it through iterations, anticipation, and adaptation
4. We unleash creativity and innovation by recognizing that individuals are the ultimate source of
value, and creating an environment where they can make a difference
5. We boost performance through group accountability for results and shared responsibility for team
effectiveness
6. We improve effectiveness and reliability through situationally specific strategies, processes and
practices”
http://pmdoi.org
[©2005 David Anderson, Sanjiv Augustine, Christopher Avery, Alistair Cockburn, Mike Cohn, Doug
DeCarlo, Donna Fitzgerald, Jim Highsmith, Ole Jepsen, Lowell Lindstrom, Todd Little, Kent McDonald,
Pollyanna Pixton, Preston Smith and Robert Wysocki.]
What is Agile?
Agile
A project management approach based
on delivering requirements iteratively and

incrementally throughout the life cycle.
Agile development
An umbrella term specifically for iterative
software development methodologies.
Popular methods include Scrum, Lean, DSDM
and eXtreme Programming (XP).
Source: https://www.apm.org.uk/resources/find-a-resource/agile-project-management/glossary/
14
How should we see Agility?
In any type of management discipline, being agile is a quality, therefore, this should be a goal that
should be achieved.
Agile project management especially implies adaptability during the creation of a product, service, or
any other result.
Business Agility
Business Agility is an organization's ability to detect internally or externally changes and respond
accordingly to deliver value to its customers.
Business agility is not a specific methodology or even a general framework. It is a description of how
an organization operates by incorporating a specific type of growth mindset that is very similar to the
agile mindset.
Business agility is appropriate for any organization facing uncertainty and rapid change.
Business agility adds values to:
● People and their interactions

● Collaboration
● Driving to the results
● Constant learning
Principles that serve the foundation of business agility include iterating to learn and reflect about
feedback and adapt both the product and the process.

Source: https://www.agilealliance.org/glossary/business-agility
15
Why Agile Methodologies?
● 70% of the companies surveyed are currently

in an Agile transformation process
● Accelerate delivery of products or services
(64%), improve business and IT alignment
(54%) and improve software quality (40%),
rank as the top three reasons to adopt Agile in
the team or organization of respondents
Source: Agile Adoption Report 2020

https://agileadoptionreport.com/
16
Traditional Project Management
Advantages: Logical order

Disadvantage: Assumes predictability
Definition of Scrum in Time
17
● Scrum was initially developed to manage and develop products
● It was developed in the early 1990s
Scrum is being adopted by different industries in several business models
Interactive
Software Embedded Autonomous
Hardware Feature
Development Software Vehicles
Networks
Managing the
Schools Governments Marketing Operation of
Organizations
Scrum proved especially effective in iterative and incremental knowledge transfer.

Scrum is now widely used for products, services, and management of the parent organization.
Definition of Scrum in the Guide (2020)

Scrum requires a Scrum Master to foster an environment where:
● A Product Owner sorts the work of a complex problem in a Product Backlog

● The Scrum Team converts a job selection into a Value Increment during a Sprint
● The Scrum Team and its stakeholders inspect the results and adapt for the next Sprint
● Repeat
Try it as is and determine if your philosophy, theory, and structure help you achieve goals and create
value.
The Scrum framework is purposefully incomplete, only defining the parts required to implement Scrum
theory.
Various processes, techniques and methods can be employed within the framework.
Scrum wraps around existing practices or renders them unnecessary.
Scrum makes visible the relative efficacy of current management, environment, and work techniques,
so that improvements can be made.
18
● Scrum is free
● The Scrum framework is immutable
● While 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
About Scrum
The Scrum definition can be found in The Scrum Guide.
Changing the core design or ideas of Scrum, leaving out elements, or not following the rules of Scrum,
covers up problems and limits the benefits of Scrum, potentially even rendering it useless.
As Scrum is being used, patterns, processes, and insights that fit the Scrum framework as described in
this document, may be found, applied and devised.
Scrum Patterns
They provide guidance to Scrum Masters and
professionals on where to focus to get the most
value from improvements, but do not provide an
instruction manual to continue without thinking.
Jim Coplien, co-author of Organizational Patterns of

Agile Software Development
19
20
Source: http://scrumbook.org
Scrum Theory
Empiricism
● Empiricism is based on taking decisions based on the concrete information obtained from the
observation that shows the progress of product development, market changes and customer
feedback
● Empiricism asserts that knowledge comes from experience and making decisions based on what is
observed
● An empirical process is implemented in which progress is based on observation and experimentation
rather than detail
● The opposite of empiricism is to use pre-planning, defined processes, predictive plans, non-concrete
facts
Empirical Process Control

Empirical Process Control has the following characteristics:
● Learn as we go
● Wait and accept change
● Inspect and adapt using short development cycles
● Estimates are indicative only and may not be accurate
Scrum combines four formal events for inspection and adaptation.
These events work because they implement the empirical Scrum pillars of transparency, inspection,
and adaptation.
22
Lean Thinking
● Lean Thinking is a business methodology based on the history of Japanese manufacturing techniques
that have been applied worldwide in many types of industries
● Lean focuses on providing high levels of value to the customer by continuously improving business
processes
● Lean has its roots in the automotive manufacturing industry, particularly in the Toyota Production
System. The Japanese company was able to create a sustainable ecosystem of work, where they
are able to minimize their costs, ensure efficiency in their processes and sell their products at a
competitive price
● Lean's two pillars provide the foundations needed to develop Lean Thinking. These are Continuous
Improvement and Respect for People
5 Principles of Lean Thinking

1. Define Value
2. Map the Value Stream
3. Create Flow
4. Establish Pull
5. Pursue Perfection
Iterative
Scrum employs an iterative and Incremental approach to optimize predictability and control risk.
23
Three Pillars of Scrum
● Transparency
● Inspection
● Adaptation
Transparency
The emergent process and work must be visible
to those performing the work as well as those
receiving the work.
With Scrum, important decisions are based on

the perceived state of its three formal artifacts.
Artifacts that have low transparency can lead to

decisions that diminish value and increase risk.
Transparency enables inspection.
Inspection without transparency is misleading

and wasteful.
Inspection
The Scrum artifacts and the progress toward
agreed goals must be inspected frequently
and diligently to detect potentially undesirable

variances or problems.
To help with inspection, Scrum provides cadence

in the form of its five events.
Inspection enables adaptation. Inspection

without adaptation is considered pointless.
Scrum events are designed to provoke change.
24
Adaptation
If any aspects of a process deviate outside

acceptable limits or if the resulting product is
unacceptable, the process being applied, or the
materials being produced must be adjusted.
The adjustment must be made as soon as possible

to minimize further deviation.
Adaptation becomes more difficult when the

people involved are not empowered or self-
managing.
A Scrum Team is expected to adapt the moment

it learns anything new through inspection.
25
Scrum Values
Scrum Values
Successful use of Scrum depends on people becoming more proficient in living five values:
● Commitment
In the result in achieving the goals.
● Focus
In the Sprint, in the Product goal.
Targeting is essential for getting something meaningful done.
● Openness
Transparency and openness is required when making organization work, progress, learn, and identify
problems.
● Respect
Scrum team members show respect to each other, respect each other's ideas, give permission to have
a bad day from time to time, and recognize each other's achievements.
● Courage
It's critical for a team's success.

Do the right things. Work through the problems.
Constantly improving.
Commitment
Scrum's team is committed to achieving their goals and supporting each other.
Focus
Their primary focus is on the work of the Sprint to make the best possible progress toward these goals.
Openness
The Scrum Team and its stakeholders are open about the work and the challenges.
27
Respect
Scrum Team members respect each other to be capable, independent people, and are respected as
such by the people with whom they work.
Courage
Scrum team members have the courage to do the right thing and work on complex problems.
Scrum Values
Values give direction to the Team. Guide the Team.
Regarding to
Actions Behaviour
their work
The decisions that are made, the steps taken, and the way Scrum is used should reinforce these values,
not diminish or undermine them.
Scrum Team members learn and explore values as they work with Scrum events and artifacts.
When these values are embodied by the Scrum Team and the people they work with, the empirical
Scrum pillars of transparency, inspection, and adaptation come to life building trust.
28
Scrum Team
Scrum Team
The fundamental unit of Scrum is a small team of

people, a Scrum Team.
The Scrum Team consists of one Scrum Master,

one Product Owner, and Developers. Within
a Scrum Team, there are no sub-teams or
hierarchies.
It is a cohesive unit of professionals focused on

one objective at a time, the Product Goal.
Scrum Teams are cross-functional, meaning the

members have all the skills necessary to create
value each Sprint.
They are also self-managing, meaning they

internally decide who does what, when, and how.
Self-managed Over Self-organized
Self-organized teams choose the best way to do

their work, rather than being led by others outside
the team. - Scrum guide 2017.
Self-managed, which means they internally

decide who does what, when, and how.
Traditional, self-managing and self- designing/

organising teams, self-governing (Hackman, The
design of work teams, 1987, p. 334).
30
Scrum Team
The Scrum Team is small enough to remain nimble

and large enough to complete significant work
within a Sprint, typically 10 or fewer people.
Overall, we've found that smaller teams

communicate better and are more productive.
● Too large Scrum Teams should consider

reorganizing into multiple cohesive Scrum
Teams, each focused on the same product
● Multiple Scrum Teams must share the same
Product Objective, Product Backlog, and
Product Owner
Scrum Team is responsible for all product-related activities:
● Collaboration
● Verification
● Maintenance
● Operation
● Experimentation
● Research and development
● Anything else that might be required

Structured and empowered by the organization to manage their own work.
Working in Sprints at a sustainable pace improves the Scrum Team’s focus and consistency.
The entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint.
Scrum defines three specific accountabilities within the Scrum Team:
● Developers
● Product Owner
● Scrum Master
31
Developers
Developers are the people in the Scrum Team that are committed to creating any aspect of a usable
Increment each Sprint.
Developer Skills
The specific skills needed by the Developers are often broad and will vary with the domain of work.
Developer Accountability
● Creating a plan for the Sprint, the Sprint Backlog
● Instilling quality by adhering to a Definition of Done
● Adapting their plan each day toward the Sprint Goal
● Holding each other accountable as professionals
32
Agile Teams Features
Product Owner
● Product Owner (PO) represents the customer's voice, and is responsible for maximizing the value
of the product

● A PO should always maintain the vision of stakeholders.
● He/She must understand and support the needs and interests of all Stakeholders
Features of Product Owner

The Product Owner is not a committee, it is a person.
33
Product Owner´s Responsibilities
● Is accountable for maximizing the value of the product
● Effective management of The Product Backlog
● Product Owner can delegate
● Product Owner remains accountable even if he/she delegates
Effective Product Backlog management including:
● Developing and explicitly communicating the Product Goal

● Creating and clearly communicating Product Backlog items
● Ordering Product Backlog items
● Ensuring that the Product Backlog is transparent, visible and understood
The Product Owner may represent the needs of many stakeholders in the Product Backlog.
Adjusting the content or order of the Product Backlog requires convincing (negotiating with criteria)
with the Product Owner.
For Product Owners to be successful, the entire organization must respect their decisions.
These decisions are visible in the content and ordering of the Product Backlog, and through the
inspectable Increment at the Sprint Review.
34
Scrum Master
The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide.
Scrum Master helps everyone understand Scrum's theory and practice, both within the Scrum Team
and the organization.
The Scrum Master is accountable for the Scrum Team’s effectiveness.
They do this by enabling the Scrum Team to improve its practices, within the Scrum framework.
EFFICACY EFFICIENCY EFFECTIVENESS
What? How? Why?
Meet the Use of Results

goals resources Impact
Efficiency Efficacy
Effectiveness
(Ways) (Purpose)
Less waste Big achievements

Scrum Masters are true leaders who serve the Scrum Team and the larger organization.
Scrum Master serves the Scrum Team in several ways:
● Coaching the team members in self-management and cross-functionality
● Helping the Scrum Team focus on creating high-value Increments that meet the Definition of Done
● Causing the removal of impediments to the Scrum Team’s progress
● Ensuring that all Scrum events take place and are positive, productive, and kept within the timebox
Scrum Master serves the Product Owner in several ways:

● Helping find techniques for effective Product Goal definition and Product Backlog management
● Helping the Scrum Team understand the need for clear and concise Product Backlog items
● Helping establish empirical product planning for a complex environment
● Facilitating stakeholder collaboration as requested or needed
35
Scrum Master serves the organization in several ways:
● Leading, training, and coaching the organization in its Scrum adoption
● Planning and advising Scrum implementations within the organization
● Helping employees and stakeholders understand and enact an empirical approach for complex
work
● Removing barriers between stakeholders and Scrum Teams
Stakeholders
A person, group, or organization that affects or

may be affected by an organization's actions.
36
Scrum Events
37
Scrum Events
● The Sprints
● Sprint Planning
● Daily Scrum
● Sprint Review
● Sprint Retrospective
The Sprint
The Sprint is a container for all events.
Product Backlog
Refinement
38
Scrum Events
Every event in Scrum is a formal opportunity to inspect and adapt Scrum artifacts.
These events are specifically designed to enable the transparency required.
Failure to operate any events as prescribed results in lost opportunities to inspect and adapt.
Scrum's Three Pillars
Events are used in Scrum to create regularity and minimize the need for meetings not defined in
Scrum.
All events are held at the same time and place to reduce complexity.
39
The Sprint
Sprints are the heartbeat of Scrum, where ideas are turned into value.
They are fixed length events of one month or less to create consistency.
A new Sprint starts immediately after the conclusion of the previous Sprint.
40
All the work necessary to achieve the Product Goal, including Sprint Planning, Daily Scrums, Sprint
Review, and Sprint Retrospective, happen within Sprints.
Product Backlog
Refinement
During the Sprint:
● No changes are made that would endanger the Sprint Goal

● Quality does not decrease
● The Product Backlog is refined as needed
● Scope may be clarified and renegotiated with the Product Owner as more is learned
Sprints enable predictability by ensuring the inspection and adaptation of progress towards a Product
Goal at least every calendar month.

41
When a Sprint’s horizon is too long, the Sprint Goal may become invalid, complexity may rise, and risk
may increase.
Shorter Sprints can be employed to generate more learning cycles and limit risk of cost and effort to
a smaller time frame.
Each Sprint may be considered a short project.
Various practices exist to forecast progress, like burn-downs, burn-ups, or cumulative flows.
While proven useful, 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.
A Sprint could be cancelled if the Sprint Goal becomes obsolete.
Only the Product Owner has the authority to cancel the Sprint.
42
Sprint Planning
Sprint Planning initiates the Sprint by laying out the work to be performed for the Sprint.
This resulting plan is created by the collaborative work of the entire Scrum Team.
43
The Product Owner ensures that attendees are prepared to discuss the most important Product
Backlog items and how they map to the Product Goal.
The Scrum Team may also invite other people to attend Sprint Planning to provide advice.
Sprint planning addresses the following topics:
Topic One: Why is this Sprint valuable?

Topic Two: What can be done this Sprint?
Topic Three: How will the chosen work get done?
44
Topic One: Why is this Sprint valuable?
● The Product Owner proposes how the product could increase its value and utility in the current
Sprint
● The whole Scrum Team then collaborates to define a Sprint Goal that communicates why the Sprint
is valuable to stakeholders
● The Sprint Goal must be finalized prior to the end of Sprint Planning
Topic two: What can be done in this Sprint?

● Through discussion with the Product Owner, the Developers select items from the Product Backlog
to include in the current Sprint
● The Scrum Team may refine these items during this process, which increases understanding and
confidence
● Selecting how much can be completed within a Sprint may be challenging
● However, the more the Developers know about their past performance, their upcoming capacity,
and their Definition of Done, the more confident they will be in their Sprint forecasts

Backlog refinement Sprint planning
• Different types of Backlog import • Digital Post-it

• Digital Post-it • Pre-designed templates
• Pre-designed templates • Scrum board simulation
• Tags software
Backlog
Refinement
• Scrum board simulation software • Screen sharing
Source: https://miro.com/blog/resources/visual-collaboration-agile-development-
guide/product-backlog/
45
Topic Three: How will the chosen work get done?
● For each selected Product Backlog item, the Developers plan the work necessary to create an
Increment that meets the Definition of Done
● This is often done by decomposing Product Backlog items into smaller work items of one day or
less. How this is done is at the sole discretion of the Developers
● No one else tells them how to turn Product Backlog items into Increments of value
Sprint Backlog
The Sprint Goal, the Product Backlog items selected for the Sprint, plus the plan for delivering them
are together referred to as the Sprint Backlog.
46
Sprint Planning is timeboxed to a maximum of
eight hours for a one-month Sprint.
For shorter Sprints, the event is usually shorter.
Daily Scrum
The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint
Backlog as necessary, adjusting the upcoming planned work.
The Daily Scrum is a 15-minute event for the Developers of the Scrum Team.
The Daily Scrum isn't the only time developers can adjust their plan.
They often meet throughout the day to discuss in more detail about adapting or re-planning the rest
of the Sprint's work.

47
To reduce complexity, it is held at the same time and place every working day of the Sprint.
If the Product Owner or Scrum Master are actively working on items in the Sprint Backlog, they
participate as Developers.
The Developers can select whatever structure and techniques they want, as long as their Daily Scrum
focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work.
This creates focus and improves self-management.
Daily Scrums improve communications, identify impediments, promote quick decision-making, and
consequently eliminate the need for other meetings.
The Daily Scrum is not the only time Developers are allowed to adjust their plan. They often meet
throughout the day for more detailed discussions about adapting or re-planning the rest of the Sprint’s
work.
Additional Aspects – Daily Scrum
● The team meets to communicate and

understand the states
● Essential to know continuous progress and
avoid blockage
● It's not intended to report progress
48
Sprint Review
The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future
adaptations.
The Scrum Team presents the results of their work to key stakeholders and progress toward the
Product Goal is discussed.
The Scrum Team and stakeholders review what was accomplished in the Sprint and what has changed
in their environment.
The Product Backlog may also be adjusted to meet new opportunities.
The Sprint Review is a working session and the Scrum Team should avoid limiting it to a presentation.
The Sprint Review is the second to last event of the Sprint and is timeboxed to a maximum of four
hours for a one-month Sprint.
For shorter Sprints, the event is usually shorter in duration.

ares de Scrum
49
Sprint Retrospective
The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness.
The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes,
tools, and their Definition of Done.
Inspected elements often vary with the domain of work.
Assumptions that led them astray are identified and their origins explored.
The Scrum Team discusses what went well during the Sprint, what problems it encountered, and how
those problems were (or were not) solved.
The Scrum Team identifies the most helpful changes to improve its effectiveness.
The most impactful improvements are addressed as soon as possible.
They may even be added to the Sprint Backlog for the next Sprint.
The Sprint Retrospective concludes the Sprint.
It is timeboxed to a maximum of three hours for a one-month Sprint.
For shorter Sprints, the event is usually shorter in duration.

50
Techniques for Driving a Retrospective
● The sailboat
● The 4L Technique
● The Starfish
● Mad-Sad-Glad
● Start-Stops-Continue
Recommended:
https://www.mural.co/templates/
retrospective
https://www.smartsheet.com/
content/retrospective-templates
The 5 Stages of a Retrospective
Prepare the scenario
Collect Data

Reflect
Decide what to do
Close the retrospective
51
52
Scrum Artifacts
Scrum Artifacts
● Scrum’s artifacts represent work or value

● They are designed to maximize transparency of key information
● Thus, everyone inspecting them has the same basis for adaptation
Each artifact contains a commitment to ensure it provides information that enhances transparency
and focus against which progress can be measured:
● For the Product Backlog it is the Product Goal
● For the Sprint Backlog it is the Sprint Goal
● For the Increment it is the Definition of Done

These commitments exist
to reinforce empiricism and
the Scrum values for the
Scrum Team and their
stakeholders.
53
Product Backlog
The Product Backlog is an emergent, ordered list of what is needed to improve the product.
It is the single source of work undertaken by the Scrum Team.
Copyright® 2012, Kenneth S. Rubin and Innolution LLC, All Rights Reserved.
Product Backlog items that can be Done by the Scrum Team within one Sprint are deemed ready for
selection in a Sprint Planning event.
Backlog refinement Sprint Planning
• Different types of Backlog import • Digital Post-it

• Digital Post-it • Pre-designed templates
• Pre-designed templates • Scrum board simulation

• Tags software
Backlog • Scrum board simulation software • Screen sharing
Refinement
54
They usually acquire this degree of
transparency after refining
activities.
Product Backlog refinement is the
act of breaking down and further
defining Product Backlog items
into smaller more precise items.
This is an ongoing activity to add
details, such as a description,
order, and size.
Attributes often vary with the
domain of work.
The Developers who will be doing the work are responsible for the sizing.
The Product Owner may influence the Developers by helping them understand and select trade-offs.
(best alternatives).
Commitment: Product Goal

The Product Goal describes a future state of the product which can serve as a target for the Scrum
Team to plan against.
The Product Goal is in the Product Backlog.
The rest of the Product Backlog emerges to define “what” will fulfill the Product Goal.
A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined users
or customers.

A product could be a service, a physical product, or something more abstract.
The Product Goal is the long-term objective for the Scrum Team.
They must fulfill (or abandon) one objective before taking on the next.
55
Sprint Backlog
The Sprint Backlog is composed of:

1. The Sprint Goal (why)
2. The set of Product Backlog items selected for the Sprint (what)
3. The action plan to deliver the Increment (how)
The Sprint Backlog is a plan by and for the Developers. It is a highly visible, real-time picture of the
work that the Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal.
56
The Sprint Backlog is updated throughout the
Sprint as more is learned.
It should have enough detail that they can inspect

their progress in the Daily Scrum.
Commitment: Sprint Goal

The Sprint Goal is the single objective for the
Sprint.
Although the Sprint Goal is a commitment by the

Developers, it provides flexibility in terms of the
exact work needed to achieve it.
The Sprint Goal also creates coherence and focus,

encouraging the Scrum Team to work together
rather than on separate initiatives.

The Sprint Goal is created during the Sprint
Planning event and then added to the Sprint
Backlog.
As the Developers work during the Sprint, they

keep the Sprint Goal in mind.
If the work turns out to be different than they

expected, they collaborate with the Product
Owner to negotiate the scope of the Sprint
Backlog within the Sprint without affecting the
Sprint Goal.
57
Increment
● An Increment is a concrete stepping stone toward the Product Goal

● Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all
Increments work together
● In order to provide value, the Increment must be usable
● Multiple Increments may be created within a Sprint
● The sum of the Increments is presented at the Sprint Review thus supporting empiricism
● However, an Increment may be delivered to stakeholders prior to the end of the Sprint
● The Sprint Review should never be considered a gate to releasing value
● Work cannot be considered part of an Increment unless it meets the Definition of Done
Commitment: Definition of Done

● The Definition of Done is a formal description of the state of the Increment when it meets the
quality measures required for the product
● Increment
● An increase was born at the time an item in the Product Backlog complies with the Definition
of Done
● The Definition of Done creates transparency by providing everyone a shared understanding of
what work was completed as part of the Increment
● If a Product Backlog item does not meet the Definition of Done, it cannot be released or even
presented at the Sprint Review
58
● Definition of Done for an increment is part of the standards of the organization
● If it is not an organizational standard, the Scrum Team Scrum Team must create a Definition of
Done appropriate for the product
● All Scrum Teams must follow the Definition of Done
● The Developers are required to conform to the Definition of Done
● If there are multiple Scrum Teams working together on a product, they must define and mutually
comply with the same Definition of Done
Agile Practices
Source: Agile Adoption Report 2020

https://agileadoptionreport.com/
59
60
Agile Glossary
Advantages of Time-Boxing
A timebox is a previously agreed period of time during which a person or a team works steadily towards
completion of some goal. Rather than allow work to continue until the goal is reached, and evaluating
the time taken, the timebox approach consists of stopping work when the time limit is reached and

evaluating what was accomplished.
Benefits:
● Efficient development processes
● Less overhead
● High speed for equipment
● Helps effectively manage project planning and execution
61
Key Concepts
Epic
An epic is a large user story that cannot be
delivered as defined within a single iteration or is
large enough that it can be split into smaller user
stories.
User Stories
In consultation with the customer or Product
Owner, the team divides the work to be done
into functional increments called ”User Stories".
Each user story is expected to produce, once
implemented, a contribution to the value of the
product in general, regardless of the order of
implementation; The INVEST formula captures
these and other assumptions about the nature of
users' stories.
Task Board
In its most basic form, a task board can be drawn on a whiteboard or even a section of wall. Using
electrical tape or a dry erase pen, the board is divided into three columns labeled “To Do”, “In Progress”
and “Done”. Sticky notes or index cards, one for each task the team is working on, are placed in the
columns reflecting the current status of the tasks.
Source: https://www.agilealliance.org/agile101/agile-glossary
62
INVEST
The acronym INVEST helps to remember a widely accepted set of criteria, or checklist, to assess the
quality of a user story. If the story fails to meet one of these criteria, the team may want to reword
it, or even consider a rewrite (which often translates into physically tearing up the old story card and
writing a new one).
A good user story should be:

● “I” ndependent (of all others)
● “N” egotiable (not a specific contract for features)
● “V” aluable (or vertical)
● “E” stimable (to a good approximation)
● “S” mall (so as to fit within an iteration)
● “T” estable (in principle, even if there isn’t a test for it yet)
Level of Detail
63
How is a User Story formed?
According to Ron Jeffries' formula, a User Story
must consist of the 3 C's:
● Card: A physical token (often a Post-It note),
which gives tangible and lasting shape to what
would otherwise only be an abstraction
● Conversation: That takes place at different
times and places during a project between the
different people interested by a given feature
of a software product: customers, users,
developers and evaluators; this conversation
is largely verbal but often complemented by
documentation
● Confirmation: The objectives around which
the conversation revolved have been achieved
Source: https://www.agilealliance.org/glossary/
three-cs
Features: Invest Model
T
Testable
You can perform tests. It is verifiable
S
Small
It can be built in one iteration

alongside other user stories
Estimable
The team feels at ease to
estimate it
E
Valued
V it is necessary and valuable
to the project
Negotiable
N It can be replaced by another
story of a different priority
Independent
I It does not require another
story to support it
64
Task
In Scrum it can be defined as the technical

work that Developers do to complete a Product
Backlog item.
Most tasks are defined as small, which represents

no more than a few hours of a day.
How is a Task formed?
SMART model features:
S: Specific
M: Measurable
A: Achievable
R: Relevant
T: Timely
Planning Poker Estimate

This is one of the most recognized techniques
in Scrum, as it is very simple, fun, and effective,

where developers estimate.
It was first defined and named by James Grenning

in 2002 and later popularized by Mike Cohn.
A playful approach to estimation, used by many

Agile teams.
The team meets in presence of the customer or

Product Owner.
Around the table, each team member holds a

set of playing cards, bearing numerical values
appropriate for points estimation of a user story.
65
Kanban
The Kanban Method is a means to design,
manage, and improve flow systems for knowledge
work. The method also allows organizations
to start with their existing workflow and drive
evolutionary change.
They can do this by visualizing their flow of work,

limit work in progress (WIP) and stop starting and
start finishing.
The Kanban Method gets its name from the use of

kanban – visual signaling mechanisms to control
work in progress for intangible work products.
MVP
A minimum viable product (MVP) is a concept from Lean Startup that stresses the impact of learning
in new product development.
Eric Ries, defined an MVP as that version of a new product which allows a team to collect the maximum
amount of validated learning about customers with the least effort.
This validated learning comes in the form of whether your customers will actually purchase your
product.
Velocity
At the end of each iteration, the team adds up effort estimates associated with user stories that were
completed during that iteration.
Knowing velocity, the team can compute (or revise) an estimate of how long the project will take to
complete, based on the estimates associated with remaining user stories and assuming that velocity
over the remaining iterations will remain approximately the same.
This is generally an accurate prediction, even though rarely a precise one.
66
Scrum of Scrum
A technique to scale Scrum up to large groups (over a dozen people), consisting of dividing the groups
into Agile teams of 5-10.
Each daily scrum within a sub-team ends by designating one member as “ambassador” to participate
in a daily meeting with ambassadors from other teams, called the Scrum of Scrums.
The Scrum of Scrums proceeds otherwise as a normal daily meeting, with ambassadors reporting
completions, next steps and impediments on behalf of the teams they represent.
Resolution of impediments is expected to focus on the challenges of coordination between the teams;
solutions may entail agreeing to interfaces between teams, negotiating responsibility boundaries, etc.
The Scrum of Scrum will track these items via a backlog of its own, where each item contributes to
improving between-team coordination.
SMPC® Exam
Certification exam:
Format: Multiple selection

Questions: 40
Approval score: 32/40 or 80 %
Duration: 60 minutes
Open book: No
Delivery: This exam is available online
Supervised: it will be at the discretion of the coach/stelf-monitoring is available

Two attempts included
SMPC® is a (registered) Trade Mark of CertiProf, LLC. All rights reserved
67
68
Badge
@Certiprof_llc CertiProf LLC
www.certiprof.com 69

Material For Student SMPC® (V052021A) EN

Uploaded by

Copyright:

Available Formats

Material For Student SMPC® (V052021A) EN

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Material For Student SMPC® (V052021A) EN

Uploaded by

Copyright:

Available Formats

Source of this Material

CertiProf® is a Corporate Member of the Agile

By joining the Agile Alliance corporate program,

IT Certification Council - ITCC

SCRUM MASTER PROFESSIONAL CERTIFICATE SMPC®

● Format: Multiple selection

● Approval score: 32/40 or 80 %

SMPC® is a (registered) Trade Mark of CertiProf, LLC. All rights reserved.

● The 2020 Scrum Guide™, http://scrumguides.org

SCRUM MASTER PROFESSIONAL CERTIFICATE SMPC®

● Scrum Foundation SFPC™

● Be a candidate for CertiProf® certification

SCRUM MASTER PROFESSIONAL CERTIFICATE SMPC®

SCRUM MASTER PROFESSIONAL CERTIFICATE SMPC®

Author: Dave Snowden

The Agile manifesto emerged on February

The Agile manifesto consists of 12 principles

Aspects or Pillars of the Manifesto

The highest priority is to satisfy the customer

Frequently release a running software, from

Business leaders and developers should work

Build projects around motivated individuals.

Direct conversation is the most efficient and

Continuous attention to technical excellence and

SCRUM MASTER PROFESSIONAL CERTIFICATE SMPC®

Simplicity--the art of maximizing the amount of

The best architectures requirements and designs

At regular intervals the team reflects about how

Declaration of Interdependence in Project Management was written in early 2005 by a group of 15

on delivering requirements iteratively and

Business agility adds values to:

● People and their interactions

SCRUM MASTER PROFESSIONAL CERTIFICATE SMPC®

● 70% of the companies surveyed are currently

Source: Agile Adoption Report 2020

Advantages: Logical order

Definition of Scrum in Time

SCRUM MASTER PROFESSIONAL CERTIFICATE SMPC®

Scrum is being adopted by different industries in several business models

Scrum proved especially effective in iterative and incremental knowledge transfer.

Definition of Scrum in the Guide (2020)

● A Product Owner sorts the work of a complex problem in a Product Backlog

Scrum wraps around existing practices or renders them unnecessary.

Jim Coplien, co-author of Organizational Patterns of

SCRUM MASTER PROFESSIONAL CERTIFICATE SMPC®

Empirical Process Control

● Estimates are indicative only and may not be accurate

Scrum combines four formal events for inspection and adaptation.

5 Principles of Lean Thinking

SCRUM MASTER PROFESSIONAL CERTIFICATE SMPC®

With Scrum, important decisions are based on

Artifacts that have low transparency can lead to

Transparency enables inspection.

Inspection without transparency is misleading

and diligently to detect potentially undesirable

To help with inspection, Scrum provides cadence

Inspection enables adaptation. Inspection

Scrum events are designed to provoke change.

If any aspects of a process deviate outside