PeopleCert SCRUM Master I

February 2021
Syllabus v1.5
e-mail: [email protected], www.peoplecert.org

Copyright © 2021 PeopleCert International Ltd.

All rights reserved. No part of this publication may be reproduced or transmitted in any form and by any means (electronic, photocopying,
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use for any purpose this material should be directed to the publisher.

DISCLAIMER
This publication is designed to provide helpful information to the reader. Although every care has been taken by PeopleCert International
Ltd in the preparation of this publication, no representation or warranty (express or implied) is given by PeopleCert International Ltd. as
publisher with respect as to the completeness, accuracy, reliability, suitability or availability of the information contained within it and
neither shall PeopleCert International Ltd be responsible or liable for any loss or damage whatsoever (indicatively but not limited to, special,
indirect, consequential) arising or resulting of virtue of information, instructions or advice contained within this publication.)

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Syllabus / PeopleCert SCRUM Master I | Version 1.5 / February 2021 Page 2 of 32
1. Introduction

Scrum is a framework that helps teams work together. It increases team productivity by encouraging team
players to learn through experiences, self-organise, and continuously improve.

IT teams use Scrum to develop, deliver, and maintain complex software products. However, Scrum
principles can be applied to all kinds of areas: research, sales, marketing, and customer support - to name
a few.

How does Scrum work?

Based on Agile principles, it enables teams to self-organise by encouraging close collaboration between all
team members and specialisms involved. Scrum challenges the assumptions of the sequential approach to
product development and replaces it with an iterative process. It includes a set of meetings, tools, and roles
that work in harmony to help teams structure and manage their work.

The goal of this approach is to timely capture changes in customers' needs, along with any other
unpredictable challenges that may occur — for which a sequential approach is not suited. As such, Scrum
uses an evidence-based framework that embraces the fact that problems cannot be fully defined upfront.
Instead, it focuses on maximising the team's ability to respond to emerging requirements, deliver value
quickly, and adapt to new market conditions.

Why is it important to hold a Scrum certification?

Holding a Scrum certification proves the candidate's familiarity with Scrum practices, beyond the mere
knowledge of terminology. It shows to employers that the candidate has the potential to be the person they
need to cover the Scrum Master role in their teams.

Whether the candidate is a Scrum beginner or a seasoned professional, a certification a significant

advantage when aiming to motivate and lead teammates. The PeopleCert Scrum Master credential
showcases that the candidate has the skills necessary to lead an agile team successfully.

1.1. PeopleCert SCRUM Qualification structure

The PeopleCert Scrum qualification has been structured as follows:

 PeopleCert SCRUM Master I (14-18 training hours) – Candidates get the essential knowledge needed
by IT professionals in Agile methodologies and Scrum practices. It focuses on the fundamental
principles and concepts of both Agile and Scrum.
 PeopleCert SCRUM Master II (14-18 training hours) – Candidates will enhance on all aspects of the
Scrum framework through a variety of real-world scenarios and focused practical information related
specifically to the Scrum Master.
 PeopleCert SCRUM Product Owner (coming soon) – Candidates will cover all aspects of the Scrum
framework through a variety of real-world scenarios and focused practical information related
specifically to the Scrum Product Owner.

The PeopleCert SCRUM Master I certification covers the fundamental knowledge required for a
candidate to build their knowledge and skills regarding Scrum principles and practices. In addition, the

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Syllabus / PeopleCert SCRUM Master I | Version 1.5 / February 2021 Page 3 of 32
 PeopleCert SCRUM Master II certification (which is the next level of the qualification) covers more
advanced skills, practices and knowledge about the Scrum framework.

The body of knowledge underlying these skills are presented in the official courseware provided by
PeopleCert to accredited ATOs. The primary purpose of the syllabus is to provide a basis for accreditation
of people involved with the Scrum framework. It documents the learning outcomes related to the
qualification and describes the requirements a candidate is expected to meet to demonstrate that these
learning outcomes have been achieved at the specific qualification level.

2. PeopleCert SCRUM Master I

2.1. Purpose of the SCRUM Master I Qualification
The purpose of this qualification level is to confirm that a candidate has sufficient knowledge,
understanding and application of the Scrum framework and be able to work effectively with, or as a
member of, a Scrum Team. This qualification is also a pre-requisite for the PeopleCert Scrum Master II
qualification.

2.2. Target Group/Audience

This certification is the first level of the PeopleCert SCRUM qualification scheme provided by PeopleCert
and is aimed at anyone who wishes to become an efficient member of a Scrum environment and requires
candidates to have and demonstrate a solid knowledge and understanding of the Scrum terms,
principles, tools and practices, as well as demonstrate their application skills of how to use tools efficiently
and effectively. The certification can also cater for candidates seeking personal certification.

This certification will provide all the required level of knowledge to its holders and will certify that they
have a solid understanding of Scrum using various tools.

An advanced level of skills and knowledge is covered in the next level of the PeopleCert Scrum
qualification scheme provided by PeopleCert.

3. Learning Objectives

At this qualification level, candidates will be introduced to basic concepts, terms, principles and tools used
for Scrum as well as why Scrum is needed in modern enterprises, the Scrum methodology, people and
culture implications as well as the practices, processes, and technology used for adapting Scrum within an
organization.

Holders of the PeopleCert SCRUM Master I certification, will be able to demonstrate their knowledge,
understanding and practical application of:

 The definition and purpose of Agile

 The three pillars of Scrum: inspection, adaptation, and transparency
 The five Scrum values: commitment, focus, openness, respect, and courage
 The characteristics of effective Scrum Masters, product owners, and development teams
 The purposes of different events, artifacts, and rules in Scrum
 How multilevel planning can help your team develop long-term goals and create more realistic
strategies to achieve those goals

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Syllabus / PeopleCert SCRUM Master I | Version 1.5 / February 2021 Page 4 of 32
  How to identify the attributes of the product backlog and understand how it can evolve as your
product and environment changes
 The techniques for managing technical debt
 The purpose and steps involved in Scrum events such as product backlog grooming, sprint
planning, execution, daily Scrum, review, and retrospective
3.1. Qualification Scheme Level

Through the above learning objectives, candidates will demonstrate relevant knowledge skills in the
following areas:

Main Topics
Introduction to Agile Project Management Scrum Planning
Scrum as an Agile Framework Scrum Events
The Scrum Framework & Team Information Radiators
Scrum Artifacts Scale Scrum

4. Examination

The PeopleCert SCRUM Master I Certification Exam is designed to validate a candidate’s knowledge and
understanding of Scrum basics as detailed above as well as how to be able to apply this knowledge through
tools and practices in a modern enterprise.

The PeopleCert SCRUM Master I exam focuses on the following two (2) categories in the cognitive domain
of Bloom’s taxonomy1 which is a reference for different levels of learning:
 Knowledge

 Comprehension

4.1. Assessment Approach

The assessment approach used for the PeopleCert SCRUM Master I certification focuses on the two basic
categories of Knowledge and Comprehension.

Knowledge is defined as recalling previously learned material, from facts to theories and represents the
lowest level of learning outcomes in the cognitive domain. Such learning outcomes are turned in
assessment objectives that include knowing and recalling such as:

 Common and/or basic terms, definitions, concepts and principles

 Specific processes
 Processes, procedures and project management methods

Comprehension is the lowest level of understanding and entails the ability to grasp the meaning of the
material taught, including some elements of interpretation, translation or estimation during the process.
Such learning outcomes and in turn assessment objectives go beyond simply recalling information and may
include:

1
The Bloom's taxonomy defines six (6) levels of learning in the cognitive domain (know, comprehend, apply, analyze, evaluate, create),
which are both sequential and cumulative and move from the simple to the complex.
In order to achieve the 6th level of learning, it must be ensured that the previous five levels have been mastered.

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Syllabus / PeopleCert SCRUM Master I | Version 1.5 / February 2021 Page 5 of 32
  Understanding facts, concepts and principles
 Interpreting material (i.e. code, charts, graphs, text, diagrams)
 Justifying a process, procedure and method used

The assessment incorporates the above learning outcomes as it uses assessment objectives that cater for
the above cognitive domain categories.

4.2. Entry Criteria/Training Requirements

For this examination, there are no formal entry criteria or training requirements.

In order to be eligible for the PeopleCert Scrum Master I level examination a candidate must be able to
demonstrate knowledge and understanding of basic Scrum terms, principles, processes, practices and tools
and it is recommended that the candidate has received Accredited Training by a PeopleCert accredited
training partner.

4.3. Examination Format

The following table details the examination format for the PeopleCert SCRUM Master I exam:

Delivery Computer (web proctored or classroom)

Type 40 Multiple Choice Questions (MCQ)
Each question is awarded one (1) mark
Duration 1 hour (60 minutes)
For non-native speakers or candidates with a disability, an
additional 30 minutes of extra time is allowed.
Pass Mark 70% (28 marks out of 40)
Invigilator / Supervisor / Yes
Proctor Physical or Online Proctoring
Open Book No
No materials are allowed in the examination room
Prerequisites None
Distinction N/A
Certification validity Perpetual

The tests are derived from a regularly updated question test bank (QTB) based on the test specification
detailed below. Questions are used interchangeably among test sets. The overall difficulty level of each test
is the same with any other test. A candidate is never assigned the same test in the case of multiple
examination attempts.

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Syllabus / PeopleCert SCRUM Master I | Version 1.5 / February 2021 Page 6 of 32
 5. Detailed Syllabus

The syllabus is structured into sections relating to the major subject headings and numbered with a
single digit section number. A total of fourteen to eighteen (14-18) hours of accredited training is
recommended.

1 1.1 What Is 1.1.1 Define the term Agile

Introduction Agile?
to Agile
Project
Management
1.1.2 Ιdentify key terms used to describe
Agile approaches, like: predictive;
iterative; incremental; and adaptive
1.2 Agile Values 1.2.1 Define the Agile Manifesto and
and Principles explain its purpose
1.2.2 Describe the purpose of the four
values of the Agile Manifesto
1.2.3 Describe the purpose of the 12
principles of the Agile Manifesto
2 Scrum as an 2.1 What Is 2.1.1 Define the term Scrum
Agile Scrum?
Framework
2.1.2 Describe the purpose of Scrum

2.1.3 Describe the benefits of Scrum in

relation to the common challenges
faced by IT
2.2 The Three 2.2.1 Know that Scrum is founded on
Pillars of Scrum empirical process control
2.2.2 Define the three pillars of Scrum:
inspection; adaptation; and
transparency
2.2.3 Explain the purpose of the three
pillars of Scrum
2.3 Scrum Values 2.3.1 List the five Scrum values:
commitment; focus; openness;
respect; and courage
2.3.2 Identify examples for each of the five
Scrum values
2.3.3 Explain the purpose of the five
Scrum values and their interaction
with the Scrum Team
3 The Scrum 3.1 The Scrum 3.1.1 List the Scrum main practices: roles,
Framework & Framework events, artifacts and rules
Team

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 3.1.2 Identify the purpose of the Scrum
Practices
3.1.3 Define the main Scrum roles:
Product Owner, Development Team,
Scrum Master
3.1.4 Define artifact and the main Scrum
artifacts: Product Backlog, Sprint
Backlog, Product Increment
3.1.5 Define the terms Timeboxing Sprint
and the main Scrum events: Sprint
Planning, Sprint Execution, Daily
Scrum, Sprint Review, Sprint
Retrospective
3.1.6 List the 13 Scrum rules

3.2 Roles 3.2.1 Know that the Scrum Team consists

of a Product Owner, the
development team, and a Scrum
Master
3.2.2 Describe the impacts of people
performing multiple Scrum roles
3.3 Teams 3.3.1 Define the term self-organizing team

3.3.2 Describe the characteristics of a self-

organizing team
3.3.3 Define the term cross-functional
team
3.3.4 Describe the characteristics of a
cross-functional team
3.4 The Product 3.4.1 Describe the characteristics of an
Owner Role effective Product Owner
3.4.2 Identify the responsibilities and
accountabilities of the Product
Owner within Scrum
3.5 The 3.5.1 Describe the characteristics of an
Development effective Development Team
Team Role
3.5.2 Identify the responsibilities and
accountabilities of the Development
Team within Scrum
3.5.3 Know the ideal Development Team
Size
3.6 The Scrum 3.6.1 Describe the characteristics of an
Master Role effective Scrum Master
3.6.2 Identify the responsibilities and
accountabilities of the Scrum Master
within Scrum
3.6.3 Define the term Servant Leadership

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 3.6.4 List the characteristics of a
successful servant leader
3.6.5 List the ways that a Scrum Master
serves the Product Owner
3.6.6 List the ways that a Scrum Master
serves the Development team
3.6.7 List the ways that a Scrum Master
serves the organization
3.7 Technical 3.7.1 Define the term technical debt and
Debt its impact
3.7.2 Describe the types, the causes and
consequences of Technical Debt
4 Scrum 4.1 Product 4.1.1 Identify the attributes of a product
Artifacts Backlog backlog
4.1.2 Describe the purpose of the product
backlog in Scrum and who is
responsible for its development and
maintenance
4.1.3 Explain how the product backlog can
evolve as the product and
environment evolves
4.1.4 Define the terms product backlog
item (PBI), requirements statement,
acceptance criteria, increment, and
conditions of satisfaction.
4.1.5 Define the term Product Backlog
Grooming
4.1.6 Define the terms "epic", "feature"
"user story", "story points" in
relation the PBIs, during product
backlog grooming.
4.1.7 Identify the purpose and process
steps involved in the product
backlog grooming in Scrum including
the roles of the Scrum team
4.2 Sprint 4.2.1 Describe the purpose of a sprint
Backlog backlog in Scrum
4.2.2 Identify the attributes of a sprint
backlog, how it can be altered and
which role may perform any
alterations
4.3 Product 4.3.1 Define the term product increment
Increment
4.3.2 Define the potentially shippable
product and describe its purpose in
Scrum
4.3.3 Define the terms conditions of
satisfaction, definition of done, and
definition of ready

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 4.3.4 Differentiate between the definition
of done (DoD) and acceptance
criteria.
4.3.5 Define the term "velocity" identify
estimation techniques used to
calculate velocity and its purpose
4.3.6 List practices that will help Scrum
teams deliver a high-quality product
increment and reduce technical
debt.
4.4 Artifact 4.4.1 Explain the importance of artifact
Transparency transparency
4.4.2 Describe the impact of artifacts that
are not fully transparent
4.4.3 Identify examples of how
transparency must be inspected,
adapted and increased at the Scrum
events
5 Scrum 5.1 Multilevel 5.1.1 Define multilevel planning and
Planning Planning explain how multilevel planning
helps teams
5.1.2 Describe the concept of the planning
onion and list the six planning levels
(day, iteration, release, product,
portfolio, strategy)
5.2 Release 5.2.1 Define Release backlog, Release
Planning Planning and describe its goal
5.2.2 Identify the timing, participants, and
process steps involved in the release
backlog
5.2.3 Define "fixed-scope release" and
"fixed-date release".
6 Scrum 6.1 Sprint 6.1.1 Describe the purpose of the sprint
Events Planning planning event
6.1.2 Identify the process steps involved in
the sprint planning event including
the roles and responsibilities of the
Scrum team
6.1.3 Identify the correct length of time
for a sprint.
6.1.4 Define the term "capacity" in
relation to sprint planning including
the various factors that influence a
team's capacity.
6.2 Sprint 6.2.1 Describe the purpose of the sprint
Execution execution event
6.2.2 Identify the process steps involved in
the sprint execution event including
the roles and responsibilities of the
Scrum team

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 6.3 Daily Scrum 6.3.1 Describe the purpose of the daily
scrum event
6.3.2 Identify the process steps involved in
the daily scrum event including the
roles and responsibilities of the
Scrum team
6.3.3 Identify the attributes of an effective
daily Scrum meeting.
6.4 Sprint Review 6.4.1 Describe the purpose of the sprint
review event
6.4.2 Identify the process steps involved in
the sprint review event including the
roles and responsibilities of the
Scrum team
6.4.3 Describe the outcomes of a Sprint
Review
6.5 Sprint 6.5.1 Describe the purpose of the sprint
Retrospective retrospective event
6.5.2 Identify the process steps involved in
the sprint retrospective event
including the roles and
responsibilities of the Scrum team
7 Information 7.1 Types of 7.1.1 Define the term "information
Radiators Information radiator" explain the purpose, and
Radiators provide examples of information
radiators
7.1.2 List the Types Information Radiators

7.2 Purposes of 7.2.1 Define sprint backlog chart, Product

Information Backlog chart, Burn-down/Burnup
Radiators chart and burnup chart and explain
the purpose of each.
7.2.2 Describe the purpose of visual
management tools in relation to
Scrum and identify the attributes of
effective visual management tools,
including kanban charts and task
boards, and explain the benefits of
each
8 Scaled Scrum 8.1 The Purpose 8.1.1 Define the term Scaled Scrum
of Scaling Scrum
8.1.2 Describe the purpose and goal of
scaling Scrum
8.2 Roles in 8.2.1 Know the roles in Scaled Scrum
Scaling Scrum
8.2.2 List the main responsibilities of the
Chief Scrum Master in Scaled Scrum
8.3. Scaled 8.3.1 Describe how to scale the product
Artifacts and backlog
Events

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Syllabus / PeopleCert SCRUM Master I | Version 1.5 / February 2021 Page 11 of 32
 8.3.2 Identify the reasons of a consistent
definition of done across multiple
teams working on the same product
log

6. Test Specification

The PeopleCert SCRUM Master I examination will consist of eight (8) sections with the following
structure:

Category Description Exam (%)

1.0 Introduction to Agile Project Management 5.0%
2.0 Scrum as an Agile Framework 2.5%
3.0 The Scrum Framework & Team 25.0%
4.0 Scrum Artifacts 25.0%
5.0 Scrum Planning 12.5%
6.0 Scrum Events 25.0%
7.0 Information Radiators 2.5%
8.0 Scale Scrum 2.5%
Total 100.0%

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Syllabus / PeopleCert SCRUM Master I | Version 1.5 / February 2021 Page 12 of 32
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 8. Glossary
Term Definition

acceptance criteria Acceptance criteria are a formal list of external quality characteristics specified by the
Product Owner that give guidance about whether a product backlog item has been
successfully developed and will therefore be accepted by the customer.

adaptation One of the three pillars of empirical process control; and with the other two –
transparency and inspection – provide the feedback necessary to make continual
improvements to the product being developed.

affinity estimation A quick and easy technique used by the development team to quickly estimate a large
number of user stories using categories that indicate relative size. Example: t-shirt sizes
(xs, s, m, l, xl)

affinity mapping It’s a quick-start, low-fidelity method for organizing a magnitude of low-level information
points into key themes that can help you see the hundred-foot view rather than the one-
centimeter view. Team members simply group items that are like-sized together, in a
visual way, order them to form small to large groups, and assign estimation numbers to
these different groups. It works best with a small group of people and a relatively small
number of items.

Agile A project management style focused on early delivery of business value, continuous
improvement, scope flexibility, team input, and delivering well-tested products that
reflect customer needs.

Agile Manifesto The Agile Manifesto was a document written in 2001 by seventeen independent-minded
software practitioners in Snowbird, Utah that is comprised of four foundational values
and 12 supporting principles, which guide the development and delivery of high-quality,
working software.

artifact Scrum artifacts provide key information that the Scrum team and the stakeholders need
to be aware of for understanding the product under development, the activities being
planned, and the activities done in the project. Artifacts defined by Scrum are specifically
designed to maximize the transparency of key information so that everybody has the
same understanding of the artifact. The following artifacts are defined in Scrum: the
product backlog, the sprint backlog, and the product increment.

board A physical board to visualize information for and by the Scrum Team, often used to
manage Sprint Backlog. Scrum boards are an optional implementation within Scrum to
make information visible.

capacity 1. The quantity of resources available to perform useful work. 2. A concept used to help
establish a Work in Progress (WIP) limit by ensuring that we only start work to match the
available capacity to complete work.

Chronological Analysis Chronological Analysis is a simple, commonsense approach towards tracking down the
root cause of a problem. Chronological Analysis works by piecing together a timeline of
activities working back from the problem being raised or otherwise bought to the
attention of the relevant staff.

colocation Colocation is having all Scrum core team members located in the same work place
leveraging the advantages of better coordination, problem-solving, knowledge sharing,
and learning.

Conditions of Satisfactions The conditions under which a product owner would be satisfied that a product backlog
(COS) item is done. Conditions of satisfaction are acceptance criteria that clarify the desired
behavior.

daily Scrum The daily Scrum is a 15-minute time-boxed event for the development team that is held at
the same time and place every day of the sprint. During this time the development team
plans work for the next 24 hours. The daily Scrum is a synchronization, inspection, and
adaptive planning activity that optimizes team collaboration and performance.

daily stand-up See daily Scrum.

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 Term Definition

decomposition Decomposition is a technique whereby high-level tasks are broken down into lower level,
more detailed tasks. The user stories are decomposed into tasks by members of the
Scrum team. Prioritized product backlog user stories should be sufficiently decomposed
to a level that provides the Scrum team adequate information to create deliverables from
the tasks mentioned in the task list.

DEEP An acronym coined by Roman Pichler and Mike Cohn for remembering a set of criteria
used to evaluate the quality of a product backlog. The criteria are detailed appropriately,
emergent, estimated, and prioritized.

definition of done An agreed-upon list of the activities deemed necessary to get a product increment, usually
represented by a user story, to a done state by the end of a sprint. The definition of done
ensures everyone on the team knows exactly what is expected of everything the team
delivers. It supports transparency and quality fit for the purpose of the product and
organization.

definition of ready Definition of ready involves creating clear criteria that a user story must meet before
being accepted into an upcoming iteration. This is typically based on the INVEST set of
criteria.

development team A development team is structured as a self-organizing and cross-functional team of three
to nine people who are guided by the Scrum Master and are responsible for delivering
potentially shippable product increments every sprint.

development work Development work refers to creating and refining, estimating, and prioritizing product
backlog items into increments of potentially shippable functionality.

empirical process control An empirical process is a process based on empiricism, which asserts that knowledge
comes from experience and decisions are made based on what is known.

epic Large, unrefined, user story in the product backlog that is written in the initial stages of
the project and can span an entire release.

Fault Tree Analysis (FTA) A fault tree analysis is realized using a top-down diagram to analyze an unwanted state or
failure of a system. Events are broken down to lower-level events that are combined using
Boolean logic operators (AND, OR, and their variations). The goal of the analysis is to
identify and minimize the risks and failures of systems.

Fault Isolation The function of fault isolation is to exactly locate the reason and/or the origin of fault. The
step of fault isolation ensures that we are able to retrieve some information about the
fault such as fault type and/or location. Is one of the three main steps of FDD (Fault
detection and diagnosis) procedure.

Fibonacci Sequence The Fibonacci scale consists of a sequence of numbers used for estimating the relative
size of user stories in points, resulting in reduced complexity, effort, and doubt when
determining the time required for product backlog items. Each number is the sum of the
two preceding ones (1, 2, 3, 5, 8, 13, 21, 34, 55, 89, 144…). It was named after the Italian
mathematician Leonardo of Pisa.

Five-Why’s Five whys (or 5 whys) is an iterative interrogative technique used to explore the cause-
and-effect relationships underlying a particular problem. The primary goal of the
technique is to determine the root cause of a defect or problem by repeating the question
"Why?". Each answer forms the basis of the next question. The "five" in the name derives
from an anecdotal observation on the number of iterations needed to resolve the
problem. Not all problems have a single root cause.

fixed-date release A release that must be delivered on a known future date. The scope of the release, and
possibly the cost, needs to be flexible. Contrast with fixed-scope release.

fixed-scope release A release that must have a specific set of features. The date on which the features are
delivered and/or the costs are flexible. Contrast with fixed-date release.

Hypothesis Testing Hypothesis Testing is the statistical validation of the Root Causes identified in the 5 Why’s
and Root Causes Analysis. Once the potential causes are functionally identified,

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 Term Definition

Hypothesis Testing helps to statistically reject or fail to reject these assumptions with a
pre-defined level of confidence in making the right decision.

impediment Impediments can be any type barricades, hurdles or obstacles that are considered
“blockers” that prevent a Scrum Team from completing work, which in return impacts
velocity. Anything that prohibits the team from doing work is considered an impediment.
Impediments can range from a sick team member, a missing resource, faulty equipment,
cultural or waterfall issues lack of management support, unresolved dependencies or
even a cold team room.

impediment log An impediment log is a file where all impediments are recorded. The Scrum Master is
responsible for tracking, monitoring and ensuring that impediments are adressed.
Organizational impediments added to the Impediments Log are prioritized and addressed
on an ongoing basis. There should only be a single Impediment log for a Scrum Master to
manage.

incremental development In an Agile context, incremental development means that each successive version of the
product is usable, and each builds upon the previous version by adding user-visible
functionality.

information radiator Information radiator is a popular term invented by Alistair Cockburn that is used to
describe any artifact that conveys project information and is publicly displayed in the
workspace or surroundings. Information radiators are very popular in the Agile world,
and they are an essential component of visual management. Information radiators can be
digital or physical.

inspection Scrum users must frequently inspect Scrum artifacts and progress toward a sprint goal to
detect undesirable variances. Their inspection should not be so frequent that inspection
gets in the way of the work. Inspections are most beneficial when diligently performed by
skilled inspectors at the point of work.

INVEST The acronym INVEST stands for a set of criteria used 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.
The criteria are:
 Independent
 Negotiable
 Valuable
 Estimable
 Small
 Testable

Ishikawa Diagrams Ishikawa diagram, also called fishbone diagram or cause-and-effect diagram, is an
effective and quick way to identify the root cause of an issue or defect and decide on
corrective actions. It helps you identify all possible causes of a problem and use the
outcome of process improvements. The resultant diagram resembles a fishbone. It also
can be used in conjunction with the 5 Whys tool.

iterative development Agile projects are iterative insofar as they intentionally allow for "repeating" software
development activities, and for potentially "revisiting" the same work products (the
phrase "planned rework" is sometimes used; refactoring is a good example). They are
iterative in a third, less-essential sense, in being most often structured around a series of
iterations of fixed calendar length.

iteration An iteration, in the context of an Agile project, is a timebox during which development
takes place, the duration of which:

1. may vary from project to project, usually between 1 and 4 weeks,

2.is in most cases fixed for the duration of a given project.

Nowadays the terms “iteration” and “sprint” are used interchangeably without any
particular connotation attached.

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 Term Definition

ITIL ITIL (Information Technology Infrastructure Library) is a set of detailed practices for IT
service management (ITSM) that focuses on aligning IT services with the needs of
business.

kanban The kanban method is a product and systems thinking approach to improving delivery of
services or products to customers and the environment in which those delivering the
service or product operate and interact with one another.

minimally viable product A minimum viable product is, as Eric Ries said, the "version of a new product that allows a
(MVP) team to collect the maximum amount of validated learning about customers with the least
effort."

MoSCoW Method The MoSCoW method is a prioritization technique used in management, business analysis,
project management, and software development to reach a common understanding with
stakeholders on the importance they place on the delivery of each requirement; it is also
known as the MoSCoW prioritization or MoSCoW analysis. The term MoSCoW itself is an
acronym derived from the first letter of each of four prioritization categories (must have,
should have, could have, and won't have), with the interstitial Os added to make the word
pronounceable. While the Os are usually in lower-case to indicate that they do not stand
for anything, the all-capitals MOSCOW is also used.

paired programming Agile software development practice popularized by Extreme Programming in which two
team members jointly create new functionality.

personas Personas are highly detailed fictional characters, representative of the majority of users
and of other stakeholders who may not directly use the end product. Personas are created
to identify the needs of the target user base.

planning onion, Cohn’s Mike Cohn refers to multi-layer planning as the planning onion. At different layers of this
planning onion, the project team focuses on varying level of details at different stages of
project. The planning onion helps teams choose the right level of planning for each
timeframe for which they are planning, and has six levels - strategy, portfolio, release,
iteration, daily, and continuous.

planning An approach to estimation used by Agile teams used to estimate relative sizes of product
poker/estimation poker backlog items that balances group thinking and individual thinking.

potentially shippable Results that are completed to a high degree of confidence and represent work of good
product quality that is potentially shippable to end customers at the end of a sprint. Being
potentially shippable does not mean the results will actually be delivered to customers.
Shipping is a business decision; potentially shippable is a state of confidence.

potentially shippable The output of every Sprint is called a Potentially Shippable Product Increment. The work
product Increment of all the teams must be integrated before the end of every Sprint—the integration must
be done during the Sprint.

product backlog A prioritized list of new features, changes to existing features, bug fixes, infrastructure
changes or other activities that a team may deliver in order to achieve a specific outcome
of a product. The Product Owner is the sole person responsible for managing the product
backlog.

product backlog grooming Backlog grooming is when the Product Owner and some, or all, of the rest of the team
refine the backlog on a regular basis to ensure the backlog contains the appropriate items,
that they are prioritized, and that the items at the top of the backlog are ready for
delivery.

product backlog item 1. An item such as a feature, defect, or occasionally technical work that is valuable from
the Product Owner’s perspective. 2. An item in the product backlog.

product increment Product Increment is the integration of all the completed list of Product Backlog items
during the sprint. The Product Increment goes on getting incremented in the subsequent
sprints. So, in a particular sprint, the Product increment is the integration of all the
completed list of Product Backlog Items where as in a Project, Product Increment is the
integration of all the completed list of Sprint backlog items. With each sprint, the product
increment increases in terms of delivered functionality.

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 Term Definition

Product Owner The Product Owner is responsible for maximizing the value of the product resulting from
work of the development team. He or she is responsible for making sure the team delivers
the desired outcome. The Product Owner is the sole person responsible for managing the
product backlog. The Product Owner is a part of the Scrum Team.

product roadmap A description of the incremental nature of how a product will be built and delivered over
time, along with the important factors that drive each individual release. Useful when
developing a product that will have more than one release.

product vision A brief statement of the desired future state that would be achieved by developing and
deploying a product. A good vision should be simple to state and provide a coherent
direction to the people who are asked to realize it.

release 1. A combination of features that when packaged together make for a coherent
deliverable to customers or users. 2. A version of a product that is promoted for use or
deployment. Releases represent the rhythm of business-value delivery and should align
with defined business cycles.

release backlog The goal of a given release is to deliver a subset of the product backlog, known as the
release backlog. After identifying which user stories will go into a particular release, the
user stories become part of a release backlog, which are then prioritized by the
development team, who estimate the amount of time needed to complete each item.

release plan 1. The output of release planning. On a fixed-date release, the release plan will specify the
range of features available on the fixed future date. On a fixed scope release, the release
plan will specify the range of sprints and costs required to deliver the fixed scope. 2. A
plan that communicates, to the level of accuracy that is reasonably possible, when the
release will be available, what features will be in the release, and how much will it cost.

release planning Release planning is about making the scope, date, and budget trade-offs for incremental
deliveries. It is all about ‘high-level planning’ of multiple sprints (three to twelve
iterations). Most of the times, it is sensible and important to carry out Initial Release
Planning after product planning and before beginning the first Sprint related to the
Release.

return on investment Return on investment (ROI), when used for project justification, assesses the expected net
(ROI) income to be gained from a project. It is calculated by deducting the expected costs or
investment in a project from its expected revenue and then dividing this (net profit) by
the expected costs in order to get a return rate.

risk Risk is defined as an uncertain event or set of events that can affect the objectives of a
project and may contribute to its success or failure.

root-cause analysis Root cause analysis (RCA) is a systematic process for identifying “root causes” of
problems or events and an approach for responding to them. RCA is based on the basic
idea that effective management requires more than merely “putting out fires” for
problems that develop, but finding a way to prevent them.

Scrum A framework, in use since the early 1990s, within which people can address complex
adaptive problems, while productively and creatively delivering products of the highest
possible value.

Scrum event Prescribed events are used in Scrum to create regularity and to minimize the need for
meetings not defined in Scrum. All events are time-boxed events, such that every event
has a maximum duration. These include, but are not limited to, the sprint, sprint planning,
sprint review, and sprint retrospective. Each event in Scrum is a formal opportunity to
inspect and adapt something. These events are specifically designed to enable critical
transparency and inspection.

Scrum Master The Scrum Master works with the Product Owner, development team, and other involved
parties to ensure artifacts maintain transparency. They ensure that the Scrum events take
place and that the attendants understand their purpose. They also teach the development
team to keep the events within the time-box.

Scrum of Scrums (SoS) A technique to scale Scrum up to large groups (over a dozen people), consisting of
dividing the groups into Agile teams of five to 10. Each daily Scrum within a sub-team

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 Term Definition

ends by designating one member as the "ambassador" to participate in a daily meeting

with the ambassadors from other teams, called the Scrum of Scrums.

Scrum team A self-organizing team consisting of the Scrum Master, the Product Owner and the
Development Team.

Scrum values When the values of commitment, courage, focus, openness, and respect are embodied and
lived by the Scrum team, the Scrum pillars of transparency, inspection, and adaptation
come to life and build trust for everyone. The Scrum team members learn and explore
those values as they work with the Scrum events, roles, and artifacts. Successful use of
Scrum depends on people becoming more proficient in living these five values.

Scrum board A Scrum board is a tool used by the Scrum team to plan and track progress during each
sprint. The Scrum board contains four columns to indicate the progress of the estimated
tasks for the sprint: a “to do” column for tasks not yet started, an “in progress” column for
the tasks started but not yet completed, a “testing” column for tasks completed but in the
process of being tested, and a “done” column for the tasks that have been completed and
successfully tested.

self-organization 1. A bottom-up emergent property of a complex adaptive system whereby the

organization of the system emerges over time as a response to its environment. 2. A
property of a development team that organizes itself over time, without an external
dominating force applying traditional top-down, command-and-control management. 3.
Reflects the management philosophy whereby operational decisions are delegated as
much as possible to those who have the most detailed knowledge of the consequences
and practicalities associated with those decisions.

servant leader Servant leaders employ listening, empathy, commitment, and insight while sharing power
and authority with team members. Servant leaders are stewards who achieve results by
focusing on the needs of the team. This style is the embodiment of the Scrum Master role.

SMART SMART is a mnemonic/acronym, giving criteria to guide in the setting of objectives, for
example in project management, employee-performance management, and personal
development. The letters S and M generally mean specific and measurable. Possibly the
most common version has the remaining letters referring to attainable (or achievable),
relevant/ realistic, and timely.

Sologic Method Sologic Root Cause Analysis (RCA) is a universal, scalable problem-solving methodology
and is built on the principle that causal relationships exist for all events and can be
graphically modeled by using evidence-based inputs along with conditional logic.
Minimizes personal bias and maximizes analytical thinking.

sprint The heart of Scrum is a sprint, a time-box of one month or less during which a “done”,
usable, and potentially releasable product increment is created. Sprints have consistent
durations throughout a development effort and a new Sprint starts immediately after the
conclusion of the previous sprint. Sprints contain and consist of the sprint planning, Daily
Scrums, the development work, the sprint review, and the sprint retrospective. During the
sprint: No changes are made that would endanger the sprint goal.

sprint backlog The sprint backlog is the set of product backlog items selected for the sprint, plus a plan
for delivering the product increment and realizing the sprint goal. The sprint backlog is a
forecast by the development team about what functionality will be in the next increment
and the work needed to deliver that functionality into a “done” increment.

sprint burndown and Burndown charts and burnup charts track the amount of output (in terms of hours, story
burnup charts points, or backlog items) a team has completed across an iteration or a project.

sprint demo 1. An activity of a sprint review where the completed (done) product backlog items are
demonstrated with the goal of promoting an information-rich discussion between the
Scrum team and other sprint review participants. 2. A term that is frequently used
synonymously to refer to the entire sprint review.

sprint execution Sprint Execution is performed during each Sprint by the Scrum team (the Scrum Master,
development team, and Product Owner) to decide the most ideal way to meet the Sprint
goal. It starts after Sprint Planning and ends before Sprint Review.

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 Term Definition

sprint goal A high-level summary of the goal the Product Owner would like to accomplish during the
sprint. Frequently elaborated through a specific set of product backlog items.

sprint planning The sprint planning meeting is conducted at the beginning of a sprint as part of the
create-a-sprint-backlog process. It is time-boxed to eight hours for a one-month sprint
and is divided into two parts – objective definition and task estimation.

sprint retrospective The sprint retrospective is an opportunity for the Scrum team to inspect itself and create
a plan for improvements to be enacted during the next sprint. The sprint retrospective
occurs after the sprint review and prior to the next sprint planning. This is at most a
three-hour meeting for one-month Sprints. For shorter sprints, the event is usually
shorter. The Scrum Master ensures that the event takes place and that attendants
understand its purpose.

sprint review A sprint review is held at the end of the sprint to inspect the increment and adapt the
product backlog if needed. During the sprint review, the Scrum team and stakeholders
collaborate about what was done in the sprint. Based on that and any changes to the
product backlog during the sprint, attendees collaborate on the next things that could be
done to optimize value. This is an informal meeting, not a status meeting, and the
presentation of the increment is intended to elicit feedback and foster collaboration.

stakeholders Stakeholders are people who affect or are affected by your project. Internal stakeholders
are within your company or organization; they could be from the legal, sales, marketing,
management, procurement, or any other division of your company. External stakeholders
could be investors or users.

strategic technical debt A form of technical debt that is used as a tool to help organizations better quantify and
leverage the economics of important, often time-sensitive, decisions. Sometimes taking on
technical debt for strategic reasons is a sensible business choice. Contrast with naive
technical debt, which is unavoidable technical debt.

story-mapping Story mapping consists of ordering user stories along two independent dimensions. The
"map" arranges user activities along the horizontal axis in rough order of priority (or "the
order in which you would describe activities to explain the behaviour of the system").
Down the vertical axis, it represents increasing sophistication of the implementation.

story point Story points are a unit of measure for expressing an estimate of the overall effort that will
be required to fully implement a product backlog item or any other piece of work. Product
backlog items such as stories, are usually sized/estimated with story points. This is
usually based on the Fibonacci sequence or t-shirt sizes.

sustainable pace The team aims for a work pace that they would be able to sustain indefinitely. This entails
a firm refusal of what is often considered a "necessary evil" in the software industry –
long work hours, overtime, or even working nights or weekends. As such this "practice" is
really more of a contract negotiated between the team and their management.

task board An information radiator used during the sprint execution to communicate the progress
and flow of task-level work within a sprint, and ensures efficient dissemination of
relevant information to the entire team.

technical debt Technical debt (also referred to as design debt or code debt) refers to the work that teams
prioritize lower, omit, or do not complete as they work towards creating the primary
deliverables associated with the project’s product. Technical debt accrues and must be
paid in the future.

Technical Observation A prearranged gathering of specialist technical support staff from within the IT support
Post (TOP) organization brought together to focus on specific aspects of IT Availability. Its purpose
being to monitor events, real-time as they occur, with the specific aim of identifying
improvement opportunities or bottlenecks which exist within the current IT
Infrastructure.

technical team See development team.

three pillars Scrum uses the empirical process control that relies on the three pillars of transparency,
inspection, and adaptation.

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 Term Definition

timebox/timeboxing A timebox is a previously agreed period of time during which a person or a team works
steadily towards the 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.

transparency Significant aspects of the process must be visible to those responsible for the outcome.
Transparency requires those aspects be defined by a common standard so observers
share a common understanding of what is being seen. For example, those performing the
work and those inspecting the resulting increment must share a common definition of
“done”.

triangulation Estimation is done using triangulation: choose several user stories as the reference for the
different sizes (S, M, L, XL, XXL) and the other user stories will be estimated with
comparison to the chosen one.

unavoidable technical A form of technical debt that is usually unpredictable and unpreventable and accrues
debt through no fault of the team building the product. Contrast with the naive technical debt,
or strategic technical debt.

user stories In consultation with the customer or Product Owner, the team divides up the work to be
done into functional increments called "user stories." Each user story is expected to yield,
once implemented, a contribution to the value of the overall product, irrespective of the
order of implementation; these and other assumptions as to the nature of user stories are
captured by the INVEST set of criteria. A user story is similar to a PBI, but it goes beyond a
specific change or requirement.

velocity At the end of each iteration, the team adds up effort estimates associated with user
stories that were completed during that iteration. This total is called velocity. 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 the velocity over the remaining iterations will remain approximately the same. This
is generally an accurate prediction, even though rarely a precise one.

visual management The practice of using information visualization techniques to manage work. A simple
example is using sticky notes on a wall to manage a list of tasks, a better (and more
complex) example is kanban.

voice of customer The voice of the customer (VoC) can be referred to as the explicit and implicit
requirements of the customer, which must be understood prior to the designing of a
product or service. The Product Owner represents the voice of the customer.

Waterfall methodology Waterfall is a linear approach to software development process. Projects are broken
down into linear and sequential stages, where every piece of the project relies on the
completion of preceding deliverables.

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 GLOSSARY RESOURCES
Agile Alliance. “Agile Glossary.” Last modified: 2011. Accessed: October 30, 2019.
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Ken Schwaber and Jeff Sutherland. The Scrum Guide™, The Definitive Guide to Scrum: The Rules of the Game.
ScrumAlliance, 2017. Accessed August 12, 2019. https://www.scrumalliance.org/learn-about-scrum/the-
scrum-guide
Rubin, Kenneth. Essential Scrum: A Practical Guide to the Most Popular Agile Process. Boston, MA: Pearson
Education, 2013.
Volkerdon.com. “Agile Glossary.” Accessed October 30, 2019. https://www.volkerdon.com/pages/agile-glossary
California Department of Technology. “The Agile Project Charter.” Agile. Accessed February 27, 2020.
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Canty, Denise. “Impediment Logs in Scrum”. Access February 1 st 2021.
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Layton, Marc C. Agile Project Management for Dummies. New Jersey: John Wiley & Sons, 2017.
Lowe, David. “Acceptance Criteria and Conditions of Satisfaction.” Scrum & Kanban, October 26, 2015.
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Morris, David. Scrum in Easy Steps: - An Ideal Framework for Agile Projects. In Easy Steps Limited, 2017.
“‘Open Campus’ Multiple Levels of Planning.” Agile Certified Practitioner (PMI-ACP). Accessed August 13, 2019.
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Five whys. Accessed February 26, 2021. https://en.wikipedia.org/wiki/Five_whys
Scrum.org. “Scrum Glossary”. Accessed February 26, 2021. https://www.scrum.org/resources/scrum-glossary
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Volkerdon.com. “Agile Glossary”. Accessed October 30, 2019. https://www.volkerdon.com/pages/agile-glossary
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Simplilearn. “Problem Detection and Resolution.” Accessed February 26, 2021.
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