Agile and Scrum was a breath of fresh air for enterprises who wanted to move away from traditional command and control style of management that spread across industries. By ensuring the workforce moved away from traditional silos to customer-focused multidisciplinary teams, Agile approach not only ensured accelerated growth but also helped to create next-gen Agile and Scrum practitioners.
Today, there are many Agile and Scrum certification programs, but Certified Scrum Master® is one of the most popular certification courses globally. The CSM credential validates an individual’s knowledge on Scrum terminology, principles, practices, and the exam. There are more than 1 Million CSMs, which shows the popularity of the certification globally.
About CSM Training
This 2-day Certified Scrum Master (CSM) Certification Training is a certification that provides individuals with an understanding of the methodology, values, team performance, iteration, and accountability. The CSM course covers key topics, including project scope, Lean, Agile, Scrum, facilitation, coaching, product owner, coaching, and enterprise transformation. This CSM training will be delivered by an expert Certified Scrum Trainer (CST). These CSTs have extensive experience of using Scrum techniques in real-world scenarios, and they achieve the status of CST.
- Participants must attend a 2-day (16 Hour) classroom training in order to pass the exam
Benefits of CSM Training
A CSM certified professional demonstrates skills, knowledge, and principles of Scrum
- Ingrains a new Agile mindset to execute the framework at all levels in an enterprise
- CSM certified individuals stay relevant, more marketable, and expand their career opportunities across industry sectors
- Being a part of Agile transformation within your enterprise by managing risks while implementing the framework
- Achieve a common goal along with your peers with enhanced team collaboration
What you will get
- Expert trainer, interactive sessions with case studies and role plays
- Instructor-led training that is always on schedule
- CSM study guide prepared by subject matter experts
- Interact with co-participants from a diverse background
- Achieve 16 PDUs/16 SEUs
- Convenient 2-day training on weekends/weekdays
Who’ll benefit from CSM Training?
Job roles that can benefit from CSM training include, but are not limited to:
- Project Team Members
- IT Managers
- Delivery Managers
- QA and Testing Professionals
- Aspiring Scrum Masters
- Scrum Team Members (Developers, Scrum Masters, and Product Owners)
- Anyone who wants to learn Scrum and be part of the next transformation
Prerequisites to take up CSM Training
There are no prerequisites to take up CSM training.
CSM Training Course Overview
- Lean, Agile, and Scrum
1.1. Describe how the values of Scrum — focus, courage, commitment, openness, and respect — are present in a specific Scrum event, artefact, or role.
1.2. List at least three rights and five responsibilities of the Product Owner, Development Team, and Scrum Master.
1.3. Discuss at least two reasons why the Product Owner is a single person and not a group or a committee.
1.4. Discuss how and why the Product Owner maintains authority over the product while working collaboratively with the Development Team and stakeholders to gather their ideas, feedback, and input.
1.5. List at least five characteristics of the Development Team.
1.6. Identify at least three negative consequences that arise when the Development Team consists of fewer than three or more than nine people.
1.7. State at least two reasons why no one can force the Development Team to work from a different set of requirements than the Product Owner.
Scrum Events and Artifact Transparency
1.8. Give one example of how a Scrum Team will inspect and adapt and increase transparency at each of the Scrum events.
1.9. Describe at least three responsibilities for the Development Team, Product Owner, and Scrum Master during Sprint
Planning, Daily Scrum, Sprint Review, and Retrospective.
Sprint and Increment
1.10. Describe at least two reasons why the Sprint goal does not change during a Sprint.
1.11. Define the outcome of every Sprint and describe at least three reasons why that is important.
1.12. Discuss at least three reasons why the Increment must be brought to the current definition of “Done” regardless of
whether the Product Owner chooses to release the Increment.
1.13. Discuss the focus of the activities of the Product Owner and Development Team during the two topics of Sprint Planning: the “What” and the “How.”
1.14. Practice writing a Sprint Goal and identify at least two benefits of having a Sprint Goal.
1.15. Discuss at least three ways the Daily Scrum differs from a status meeting and why the various constraints exist to support the Development Team.
1.16. Identify at least three possible structures the Development Team could use to run the Daily Scrum within the time-box.
1.17. Describe at least three of the activities that take place during the Sprint Review that pertain to work beyond what has been completed in the Sprint,
1.18. Identify at least three potential outcomes for a Sprint Review.
1.19. Explain at least three distinct responsibilities for the Scrum Master during the Sprint Retrospective.
1.20. Describe at least two responsibilities of the Development Team, Product Owner, and Scrum Master in the development
and maintenance of the Product Backlog.
1.21. Identify at least three essential characteristics of the Product Backlog.
1.22. List at least four attributes of a Product Backlog item.
1.23. Identify at least three essential characteristics of the Sprint Backlog.
1.24. Explain how the Sprint Backlog can be changed, who can make changes and the limits of these changes.
Definition of “Done”
1.25. Identify at least two reasons why multiple teams working on the same Product Backlog must have a shared and consistent definition of “Done.”
1.26. Describe at least three opportunities where the Scrum Team might adapt their definition of “Done” to meet new insights or circumstances.
1.27. Explain the importance of a strong definition of “Done” and describe at least two risks associated with a weaker definition of “Done.”
1.28. Outline at least one way to create a definition of “Done.”
- Scrum Master Core Competencies
2.1. List at least three ways the Scrum Master could facilitate for the Scrum Team.
2.2. Demonstrate at least three techniques for facilitating group decision making.
2.3. State a distinction among facilitating, teaching, mentoring, and coaching.
2.4. List at least three different challenges facing a self-organizing team.
2.5. Practice the implementation of at least one Retrospective technique that could help to resolve a challenge faced by a self-organizing team
- Service to the Development Team
Scrum Master as Servant-Leader
3.1. Define servant-leadership
3.2. Describe three scenarios where the Scrum Master acts as the servant-leader for the Development Team.
3.3. Discuss at least one scenario in which the Scrum Master, acting as a servant-leader, improved at least one aspect of the
3.4. Identify possible violations of Scrum by a Product Owner or stakeholder who is applying excessive time pressure and illustrate how to address them.
Value of Development Practices
3.5. Define technical debt and explain the impact of accumulating technical debt.
3.6. List at least five development practices that will help Scrum Teams deliver a high-quality product Increment and reduce technical debt each Sprint.
3.7. List at least three ways development practices may impact the Development Team’s ability to deliver a potentially releasable Increment each Sprint
- Service to the Product Owner
4.1. Identify at least three collaboration techniques that a Product Owner can use to work with the Development Team or stakeholders.
4.2. Explain at least three ways the Scrum Master could support the Product Owner
- Service to the Organization
5.1. Discuss at least two ways that the Scrum Master assists the Scrum Team with responding to impediments.
5.2. Discuss at least three common organizational impediments outside the scope of a team that can affect the effectiveness of Scrum Teams.
Coaching the Organization
5.3. Describe at least one example of a major organizational design change implied by implementing Scrum.
5.4. Discuss why Scrum does not have a project manager and what happens to traditional project management activities.
5.5. Describe at least two stakeholder behaviours that support the Scrum Team’s success and at least two behaviours that do not
support the Scrum Team’s success.
5.6. Describe at least two benefits that could be lost if Scrum is only partially implemented.
- This event has passed.
OrganizerOak Interlink Company Limited
LocationNo 70B Olorunlogbon Street, Idi-Iroko
Lagos, + Google Map