Certified ScrumMaster® (CSM)

Rick Waters, CST

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 Certified ScrumMaster® Workshop

Certified Scrum Trainer®

Rick Waters, CST®

Rick has been practicing Agile software development since the late 1990’s. His
move into Agile leadership roles was made out the necessity to retain his sanity,
in a world of command and control managers. Discovering that he gravitated to
processes built on Empiricism, Rick found that Scrum and Kanban resonated with
his sensibilities.

Rick has been teaching Agile Principles and Values, and how they are used in
Scrum and Kanban, professionally since 2012. When Rick is not training, he
is coaching Agile teams. Since 2010, Rick has coached more than 90 teams,
participated in over 700 Sprints, and helped teams move from deploying once per
year, to once per week.

This workshop will focus on single-team Scrum, as defined by the Scrum Guide,
authored by the inventors of Scrum—Ken Schwaber & Jeff Sutherland. This class
is not focused on scaling Scrum, scaled Agility, or what electronic tools you should
use to sub-optimize your Agility efforts. If you have questions pertaining to tools
or scaling, please seek your trainer’s attention during breaks or after class.

If you have Scrum-related questions, don’t wait for a Q&A session, we won’t have
one. Ask your question when it’s still fresh on your mind. It’s possible you aren’t
the only person with the same question.

Rick’s Email: [email protected]

Rick’s Twitter Handle: @AgileWaters
Rick’s LinkedIn Profile: https://www.linkedin.com/in/agilerick/
Wisecrum Website: http://wisecrum.com/
For Veterans Needing Training: http//Scrum.vet

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 CSM Workbook Table of Contents
Certification Paths.......................................................... 4
Class Structure 5
Team Working Agreements............................................ 6
Agile Manifesto 7
Agile Principles.............................................................. 8
Empiricism 9
Scrum Values................................................................. 10
Scrum Overview 11
Sprint Backlog................................................................ 12
Sprint & Sprint Goal 13
Sprint Planning.............................................................. 15
Daily Scrum 16
Sprint Review................................................................. 19
Increment 21
ScrumMaster.................................................................. 24
Role Responsibilities - Scrum Team Bill of Rights 31
Developers..................................................................... 33
Product Owner 34
Sprint Retrospective....................................................... 35
Product Backlog 39
Product Backlog Refinement.......................................... 41
Definitions of Ready & Done 44
Reference Materials ...................................................... 46

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 Certification Paths

Where you go from here is completely up to you. Consider your true career
goals, and focus your efforts there. If further and continued certification is
for you, consider staying on the path that defines your role, before seeking
certifications outside your role.

However, since you are in a Scrum Master certification workshop, and knowing
that mastering Scrum is important, also consider certifications for all Scrum roles.

A-CSM® and A-CSPO®, as well as CSP-SM® and CSP-PO®, certification workshops

of 2 or 3 days are available from very competent and accomplished trainers.
There are also online and face-to-face mentorship alternatives to achieving these
certifications. Weigh your needs and your time commitment possibilities when
selecting the avenue toward these certifications.

Be advised, the need for bona-fide Agile Coaches is growing daily, and the path to
certification as a Scrum Alliance Certified Coach (CEC & CTC) is your best option in
terms of proving your experience and acceptance in the industry.

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 Class Structure
This class is obviously being delivered virtually, but that is no reason to not
participate. Your participation will determine whether you end up fully
understanding the materials, or not.

We will be using Mural and Zoom to communicate and collaborate.

The class has a set agenda, but we can stray from that agenda, slightly, if students
want to explore a certain topic more deeply. What this means, though, is that we
may not be able to focus much on other topics. Your trainer is very experienced in
making these types of adjustments, so please don’t worry.

Here is how the class usually breaks down...

Class Ground Rules & Introductions Agile Manifesto
About 20 to 30 mins About 1 hour
Empiricism & Scrum Theory Team Working Agreements
About 20 to 30 mins About 30 mins
Scrum Deep Dive - A Drawing Scrum Team Rights and Responsibilities
About 60 to 90 mins About 30 to 40 mins
Definition of a Good ScrumMaster The Scrum Team
About 45 mins About 45 mins
Product Backlog Refinement - Discussion DoR & DoD
About 20 to 30 mins About 45 to 60 mins
The Retrospective Scrum Recap - You Teach Me Scrum!
About 90 mins About 45 mins
Trust & Safety - Coaching
About 20 mins

I know the times, here, don’t look like they add up to 16 hours of class, but they
do. Inevitably, we will have lengthy conversations/discussions about some of these
topics that make the times stretch. This is what makes this class so interesting!

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Team Working Agreements

A social contract that teams create, collaboratively, to express team norms,

expectations, and behaviors.

How can you help your team(s) create Team Working

Agreements?

When is a good time to create a Team Working Agreement?

When is a good time to modify a Team Working Agreement?

When is a bad time to modify a Team Working Agreement?

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 Agile Manifesto
At the Snowbird Ski Resort in Utah, in February of 2001, 17 gentlemen from the Software
Development, Organizational Design and Management Consulting industries gathered together
to discuss the current and foreseen future states of their combined industry. They concluded
that what they were engaged in was all intertwined so much, that a collective understanding of
the future was called for. They created the...

Manifesto for Agile Software Development

We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:

Individuals and Interactions OVER Processes and Tools

Working Software OVER Comprehensive Documentation

Customer Collaboration OVER Contract Negotiation

Responding to Change OVER Following a Plan

That is, while there is value in the items on the right,

we value the items on the left more.

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 The Agile Principles

1 2
Our highest priority is to satisfy Welcome changing requirements,
the customer through early and even late in development. Agile
continuous delivery of valuable processes harness change for the
software customer’s competitive advantage

3 4
Deliver working software
Business people and developers
frequently, from a couple of
must work together daily
weeks to a couple of months,
throughout the project.
with a preference to the shorter
timescale.

5 6
Build projects around motivated
The most efficient and effective
individuals. Give them the
method of conveying information
environment and support they
to and within a development
need, and trust them to get the job
team is face-to-face conversation.
done.

7 8
Agile processes promote
Working software is the sustainable development. The
primary measure of progress. sponsors, developers, and users
should be able to maintain a
constant pace indefinitely.

9
Continuous attention to technical

10
excellence and good design Simplicity--the art of
enhances agility. maximizing the amount of work
not done--is essential.

At regular intervals, the team

11 12
The best architectures,
requirements, and designs reflects on how to become more
emerge from self-organizing effective, then tunes and adjusts
teams. its behavior accordingly.

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Empirical vs Defined Process Control
Empiricism
[em-peer-uh-siz-uhm]
noun
1. empirical method or practice
2. Philosophy. The doctrine that all knowledge is derived from sense experience

• All changes based on analysis of data

• Process improvement is a key element
• All change is easily traced back to experiences in the system
• Iterative / Incremental
• Scientific

Defined Process
A process with a well-defined set of steps. Given the same inputs, a defined process
should produce the same output every time.

• Few changes introduces into the system

• Repetitive / Continuous
• Processes based on ‘Best Practices
• Alarms raised when productivity drops
• Changes introduced slowly, after catastrophic failures
• Existential

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 Scrum Overview

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 Sprint Backlog

The Sprint Backlog basically contains 3 sets of things (and one optional thing)
1. The Sprint Goal negotiated in Sprint Planning Part 1 (“The Why”)
2. The PBI’s selected during Sprint Planning Part 2 (“The What”)
3. A plan to meet the Sprint Goal from Sprint Planning Part 3 (“The How”)
4. An improvement item from the previous Sprint’s Retrospective (This is
now an optional item on the Sprint Backlog)

The Developers own the Sprint Backlog, and can change it (add items, remove
items, change items) as much as they see fit. BUT, they must not change the
Sprint Goal.

The Sprint Backlog remains a transparent Scrum Artifact, even though only
the Developers are allowed to manipulate it. The Sprint Backlog should be
accessible by anyone who would like to check in on how the Sprint is going.
This artifact serves as a Status Report for those who still believe they need such
things.

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 Sprint

sprint
/sprint/
verb - run at full speed over a short distance
noun - an act or short spell of running at full speed

The Sprint is a timeboxed container event for everything in Scrum. No work is done outside of a Sprint, so
when one Sprint concludes, the next immediately begins. The Sprint is a fixed length, and it is suggested that all
Sprints, for a single team, are of the same length - to aid in planning Empirically.

The Product Owner is the only person allowed to cancel the Sprint.

The only legitimate reason for canceling a Sprint, is because the Sprint Goal has become obsolete.

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 Sprint Planning - The Goal

• The Sprint Goal sets the ‘vision’ for a single Sprint

• Each Sprint’s Goal should be unique & independent. A Sprint Goal can be related to previous Sprint
Goals, but they should not be extended from one Sprint to another.
• Sprint Goals describe a desired set of features, or functions, that will work together with previous
Increments.
• Sprint Goals are NOT a collection of PBI’s (“Let’s do the top 10 PBI’s on the Product Backlog.”)

Example Sprint Goal

Write a few Sprint Goal examples below

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 Sprint Planning

Who goes to Sprint Planning?

How long does it last?

Where should you hold Sprint Planning?

How often should you do Sprint Planning?

When during the Sprint should you do Sprint Planning?

Why should Scrum Teams do Sprint Planning?

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 Daily Scrum

The Daily Scrum has gone by many names: “The Daily Meeting”, “Huddle”, “The Scrum”, “The
Standup”. But, officially it is called The Daily Scrum.

The Daily Scrum is used by Developers on a Scrum Team, to update each other on what has
happened in the last day’s worth of work, and to plan out the next day’s worth of work.

This is NOT a status meeting.

This is not a meeting for management.
This is not a meeting for the ScrumMaster.
This is not a meeting for the Product Owner.

Mature, intelligent adults do not need someone (ScrumMaster) to call their name, and prompt them
on what to say. Often in the past, ScrumMasters have done this, but a self-organizing team does not
need this minute level of facilitation.

The 3 Questions are not needed for mature teams. They were a crutch, originally intended for
young teams to help them get to the valuable team discussion that needs to take place during the
Daily Scrum. Once the team has begun to mature, they should not need the crutches anymore.

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 Daily Scrum

What it IS

• For the _______

• By the _______
• Used for ___________
• _________, Concise, Informative
• A specific time & place for the team to align on what has been
completed, and what should be done next
• An opportunity team members to ask for __________
• An opportunity to react to any ____________ since the team met last

What it is NOT

• For anyone in ________________ • A complaint session

• A _______ meeting • Optional
• _________, drawn out, wordy • The ScrumMaster’s responsibility
• A time for others to assign work • A time to update JIRA, Rally, or
to the team VersionOne

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 Daily Scrum

Who MUST be at the Daily Scrum?

How long does it last?

Where should you hold the Daily Scrum?

How often should you do Daily Scrum?

When during the day should you do the Daily Scrum?

Why should Scrum Teams do the Daily Scrum?

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 Sprint Review

The Sprint Review is the Scrum Team’s opportunity to review the Increment AND
the Sprint with Stakeholders
The Sprint Review is not a demo to the Product Owner for their acceptance. This
should have happened already.
• Arguably Most Important—FEEDBACK! Collaborate on what’s next for the Scrum
Team
• Team demonstrates a “Done, usable, releasable Increment”
• Budget, release timeline, product’s viability, etc. Everything is up for discussion
• If you want a deep discussion, pass out Sharpies and index cards to stakeholders,
and they can pass them in after each demo. The event facilitator can then have the
Scrum Team start addressing topics for discussion.
How does that differ from how you’ve seen Sprint Reviews used at your organization?

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 Sprint Review

Who should be at the Sprint Review?

How long does it last?

Where should you hold the Sprint Review?

How often should you do Sprint Review?

When during the Sprint should you hold the Sprint Review?

Why should Scrum Teams hold the Sprint Review?

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 The 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.

- The Scrum Guide, November, 2020

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 The Increment

Iteration #1: Make a snowball Iteration #2: Add more snow to it

That’s your process - each iteration, you evenly add Each Iteration, the snowball gets bigger, but it’s still a
more snow to the snowball snowball

When the snowball is big enough, you start another When the second snowball is big enough, you add it to
snowball the first - you integrate it with the first snowball

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 The Increment

Repeat this process again, make a giant snowball, and What you have now may be recognizable as a snowman,
integrate it with the first two snowballs but is it finished?

If your product isn’t done, but it could be ‘released’ to It may take many more iterations for our increment to
the public, even though it would not be competitive, become competitive in the market.
you may have an MVP - Minimum Viable Product

An Iterative Process is a repeatable process

An Incremental Delivery/Development model is one
that creates fully functional pieces of a product, that are
eventually integrated together
Scrum is intended to be used as an Iterative and
Incremental product development framework

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 The ScrumMaster

Authority & Power

A ScrumMaster has no defined power or authority over anyone, and over anything
outside of the Scrum Framework. All other power or authority given to the
ScrumMaster is assumed.

Leadership
ScrumMasters are LEADERS, not MANAGERS! The only acceptable leadership style
for a ScrumMaster is Servant-Leadership.
Teaching, Coaching, Mentoring, etc.
Never hand-holding, directing, commanding, controlling, or managing.

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 ScrumMaster Services

Service to the team

The Scrum Master Coaches and Trains the team on Scrum, Self-Management,
and the importance of becoming cross-functional.

The Scrum Master helps the team focus on high-value Increments meeting the
Definition of Done (DoD).

The Scrum Master works with the Scrum Team to remove impediments.

The Scrum Master ensures that all Scrum Events take place, are kept positive and
productive, and kept within a timebox.

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 ScrumMaster Services

Service to the Product Owner

The Scrum Master Coaches the Product Owner on creating an effective Product
Goal.

The Scrum Master Coaches the Product Owner on Product Backlog Maintenance
& Product Backlog Item refinement techniques.

The Scrum Master Coaches the Product Owner on Empirical Product Planning.

The Scrum Master helps the Product Owner create and maintain great
relationships with the team’s Stakeholders.

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 ScrumMaster Services

Service to the Organization

The Scrum Master helps the organization by leading, training, and coaching the
organization in its Scrum adoption.

The Scrum Master helps the organization with planning and advising Scrum
implementations within the organization

The Scrum Master helps employees and stakeholders understand and enact an
empirical approach for complex work

The Scrum Master helps to remove barriers between stakeholders and Scrum
Teams.

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 Many Hats of the Scrum Master
Doctor Nurse Psychologist

Performs periodic Provides diagnostic

Promotes team health assessment using interviews
checkups / and prevention; cares and asking questions to
assessments; grades for the ill, advocates for a safe and identify current state; connects personally with
individuals; honors doctor/patient confidentiality
the health of the team’s practices supportive environment

Guard Dog Mr. Miyagi Bloodhound

When needed they are Taught that the Keen senses and
the protector of the secrets of the tenacious tracking
team; protects someone
or something from outside or harmful masters lie in the instinct, follows trails to uncover
influences mind and heart, not in the hands what is happening

Mother Hen Agile Junkie Guide

Doing whatever is needed A person consumed by Provides assistance,

to protect the team from information, cultural
any outside interference Agile and seeks more
and historical
(Helicopter-Mom) information within and outside of information, direction - when requested
the organization

Statistician Referee Scientist

Produces trustworthy Resides from a Researcher;

data and analyzes data neutral point of experimenter; creatively
to make meaning clear; makes hypotheses and
draws practical conclusions; reports data view, make on the helps team test them
outward from team fly decisions and enforces rules out to found out what works

Servant Leader Concierge Translator

Devotes self to serving Goes the extra Communicates the

the needs of others, mile to make meaning of language
focusing on meeting
those needs; the experience happy to create common
model for future leaders and memorable for team members understanding

Mentor Coach Air Traffic

Controller
Provides examples Listens, asks
of past experiences; focused questions, Maintains a safe
guides professional reflects back, clarifies goals, and orderly flow of
development anticipates obstacles, gives advice work traffic; prevents collisions

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 The Scrum Master as a Servant Leader

Servant Leader
Devotes self to serving the
needs of others, focusing on
meeting those needs; the
model for future leaders

“Servant leadership is a philosophy and set of practices that enriches the lives of individuals, builds better
organizations and ultimately creates a more just and caring world.”
Please explore more about Servant Leadership, research Robert Greenleaf’s work.

You may act as a servant leader in your organization in many ways. Whenever you truly put the needs of others,
before your own needs, you are acting as a servant leader.

The Scrum Master serves the Product Owner by coaching them on new/better Product Backlog maintenance
techniques. This is a form of servant leadership.

The Scrum Master serves the Development Team by training them on the use of Scrum, getting them proper
training in their engineering practices (if needed), and assisting them in removing their impediments. These are
all forms of servant leadership.

The Scrum Master serves the entire company by helping other areas determine where Agility can thrive, where
Scrum (or other techniques) could thrive; by helping set up Communities of Practice that will bring other
employees together around common interests. These are forms of servant leadership.

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Being a ScrumMaster - How is it Possible?

Runway Model

There’s no ‘easy way’ to being a good ScrumMaster. The work is difficult and
sometimes thankless.

Often, though, modeling the behaviors and values that define Scrum and Agile, will
make becoming a good ScrumMaster easier.

It also promotes acceptance of the same by the Scrum Team

“Once you realize what you can do to make a difference, you may find yourself
afraid to do it. This is a sign you’re on the right track” -Michael James

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Scrum Team Rights & Responsibilities

Choose Developers, Scrum Master, and/or Product Owner

• Produce a “Done,” usable, releasable Product Increment each
and every Sprint
• Help those outside the Scrum Team understand which of their
interactions with the Scrum Team are helpful and which aren’t
• Promoting and supporting Scrum as defined in the Scrum
Guide
• Maximize the value of the product resulting from the work of
the Development Team
• Define scope for the Development Team
• Produce quality work
• Estimate Work
• Ongoing Visioning
• Sign up for work rather than be assigned work
• Improve their development practices
• Implement action items
• Experiment with new ideas
• Have access to stakeholders
• Decide when to release
• Address issues openly
• Ensure the psychological safety of the Scrum Team
• Assist with Impediments
• Ordering Product Backlog
• Budgeting
• Make sure impediments are removed
• Independent Product Authority
• Assist Product Owner in maintaining the Product Backlog

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 Scrum Roles and Responsibilities

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 A Day in the Life - Developers

Attend the Daily Scrum Alert ScrumMaster with

Impediments, or help as
needed

Ask Product Owner

Work on PBI’s questions to clarify
with other Team PBI’s
Members, to create
the Increment
Everyone on the team
collaborates to complete
the Sprint Goal

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A Day in the Life - Product Owner

The hardest role in Scrum

• Developing & explicitly communicating the Product Goal

• Creating & clearly communicating PBI’s

• Ordering the Product Backlog

• Ensuring the Product Backlog is transparent

• Everybody wants something

• Prioritize requests

• Refine requests into PBI’s

• Coordinate with other Product Owners

• Arrange / group PBI’s into Release

• Be available to collaborate with Development Team

• Be available to the ScrumMaster

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Sprint Retrospective

The question I get asked most often by

ScrumMasters:
“How do I facilitate a good Retro?”

Five Phases of a Retrospective

1.

2.

3.

4.

5.

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 Sprint Retrospective

What kinds of data can you bring to the Retrospective?

What types of data are generated during the Retrospective?

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 Sprint Retrospective

Do Not Forget!
• Your improvement plan includes one improvement item that goes on the
next Sprint’s Backlog (This is now optional)
• Follow up during the Sprint on the Continual Improvement item
• Bring the new Continual Improvement Backlog to the next Retro!
• Make the Continual Improvement Backlog an Information Radiator that
everyone has access to

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 Sprint Retrospective

Who MUST be at the Sprint Retrospective?

How long does it last?

Where should you hold the Sprint Retrospective?

How often should you hold Sprint Retrospectives?

When during the Sprint should you hold the Sprint Retrospective?

Why should Scrum Teams do Sprint Retrospectives?

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 Product Backlog

A dynamic, ordered, and transparent Scrum

Artifact that holds all currently identified features,
enhancements, fixes, experiments for future releases
of the Product.

Often referred to as
the ‘Wish List’ for the
Everything in the
Product.
Product Backlog is
generically labeled a
Product Backlog Item
The Product Backlog (PBI).
should be kept ‘fresh’. If
there are PBI’s in it that (There are MANY types of
you won’t get to in the PBI’s. User Stories are only
next 9 - 12 months... 1 type of PBI.)
trash them.

The Product Owner owns the Product Backlog, but

anyone can add PBI’s to it. It is the Product Owner’s
responsibility to keep track of what is being added,
and to constantly re-order the Product Backlog.

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 Product Backlog Items

Product Backlog Items are generally referred to as PBI’s.

Don’t forget, there are MANY different type of PBI’s.
You may just be using a few. Explore!

PBI’s are Estimated by PBI’s are ordered, by the

the Developers. Product Owner, in the
Product Backlog.

PBI’s should have a

description that the PBI’s have value. Usually
Developers is satisfied this is assigned to each PBI
with, before they start by the Product Owner.
working on them.

Product Backlog Refinement helps us expose the details

of PBI’s, and keeps the Product Backlog Transparent.
It also helps us cut down on time spent in Sprint
Planning!

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 Product Backlog Refinement
After refinement...

What can you say about the size of the items at the
top, middle and bottom of the Product Backlog?

What can you say What can you say

about the details about the readiness
of the items at of the items at
the top, middle, the top, middle
and bottom of and bottom of the
the Product Product Backlog?
Backlog?

What can you assume about the estimates of the

item at the top, middle and bottom of the Product
Backlog?

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 Product Backlog Refinement
2 Formats

3
Amigos

Whole
Team

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 Product Backlog Refinement

Who goes to PBR?

How long does it last?

Where should you hold PBR?

How often should you Refine?

When during the Sprint should you Refine?

Why should Scrum Teams Refine the Product Backlog?

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 Definition of Ready (DoR)

What was your team’s Definition of Ready, in the class exercise?

How does the Definition of Ready apply to the work being done on your team?

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 Definition of Done (DoD)

What was your team’s Definition of Done, in the class exercise?

How does the Definition of Done apply to the work being done by your team?

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 Reference Materials
Books
Agile Software Development with Scrum - Schwaber & Beedle
The People’s Scrum - Mayer
Agile Retrospectives - Derby & Larsen
The Age of Agile - Denning
Turn the Ship Around - Marquet
Coaching Agile Teams - Adkins
The Nature of Software Development - Jeffries
The Skilled Facilitator - Schwarz
Unlocking Agility - Hesselberg
Software for Your Head - McCarthy & McCarthy
Drive - Pink
The Phoenix Project - Kim, Behr, Spafford
Amelia Bedelia - Parish
Orbiting the Giant Hairball - MacKenzie
Core Scrum - Jeffries, Hendrickson
The 5 Dysfunctions of a Team - Patrick Lencioni
The New New Product Development Game

Websites http://poppendieck.com
http://agilemanifesto.org http://objectmentor.com
http://scrumguides.org http://martinfowler.com
http://wisecrum.com http://www.scrumplop.org/
http://formulaink.com http://scrumguides.org/scrum-guide.html
http://mypersonalagility.org https://pragprog.com/titles/dlret/agile-
http://scrumalliance.org retrospectives
http://retromat.org http://www.romanpichler.com/blog/one-page-
http://ronjeffries.com product-owner/
http:/AgileGames.ca http://scrummasterchecklist.org

Videos
Sh*t Bad ScrumMasters Say Scrum Alliance eLearning Series:
The Cynefin Framework https://www.scrumalliance.org/learn-about-
Silicon Valley Season 1, Episode 5 scrum/scrum-elearning-series
Scrum Master - The Power of Scrum
Fix the Plumbing - by Erin Perry
Office Space - I Have People Skills
The Lone Nut and the First Follower
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