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L'évaluation Professional Scrum Master de niveau II (PSM II) est accessible à toute personne souhaitant démontrer sa capacité à appliquer le framework Scrum pour résoudre des problèmes avancés et complexes dans le monde réel. Avant de tenter le passage de la PSM II, vous devez avoir des connaissances avancées de Scrum et une expérience approfondie de Scrum. Suivre une formation SCRUM n'est ni nécessaire ni suffisant pour obtenir cette certification. L'évaluation PSM II est difficile et consiste en des questions à choix multiples basées sur votre connaissance de Scrum et la façon dont vous géreriez des situations du monde réel.
Note minimale pour le succès : 85%
Nombre de questions: 30 (15 pour cette simulation)
Velocity is in essence a negative metric - it can tell you that something is wrong, but not that something is good. Blood pressure is a good example of a negative metric: high blood pressure is a clear signal that something is wrong, but a normal blood pressure does not give anyone enough information to conclude anything about someone’s health. Even worse, the easiest way to instantly reduce high blood pressure would be to chop someone’s head off, but it would be a far stretch to claim that the patient would be healthier. Many managers new to Scrum, and metric-obsessed Scrum masters, do exactly that to their teams by slavishly using velocity as the primary measure of progress.
Scaled Professional Scrum is based on unit of development called a Nexus. The Nexus consists of up to 10 Scrum teams, the number depending on how well the code and design are structured, the domains understood, and the people organized. The Nexus consists of practices, roles, events, and artifacts that bind and weave the work…
Jeff Sutherland articles: Scrum and CMMI – Going from Good to Great by Jakobsen and Sutherland. Systematic. Mature Agile with a twist of CMMI by Carsten Ruseng Jakobsen, Kent Aaron Johnson. Systematic. Take No Prisoners by Sutherland and Altman Shock Therapy by Sutherland, Downey and Granvik Scrum in Church by Rev. Arlene Conan Sutherland, Jeff …
This part I of a three-part series will focus on goals. We’ll examine how the goals set out in the EBM guide correspond to the Scrum Guide and some tools and formats for setting workable goals. Part II will focus on experimentation, and Part III will focus on measurement. This part I of a three-part series will focus on goals. We’ll examine how the goals set out in the EBM guide correspond to the Scrum Guide
Now that you're done learning Scrum and/or Kanban, it's time to review a few tips that will be useful in your PSM I, PSPO I, or PSK exam.
Got blockers? Don’t leave them til the Standup and don’t remove them yourself. Help the team to self-organise!
Are we successful as a Team? Can we measure that? We look at 10+ areas of team success and how to measure them.Get inspired to choose the metric you need…...
Scrum Values can be demonstrated and used anywhere within Scrum Framework: By all 3 accountabilities, during each event, and also during each Artifact creation/maintenance. This is the first article…
(Based on a post on Melissa's namesake blog, link here. Melissa offers training on this topic and others at melissa@produxlabs.com.) Learning is a key component of product development—one which is frequently minimized or skipped entirely Background 4 steps of Mike Rother's Toyota Kata 5 steps of Mike Rother's Coaching KATA What is the target condition? What are…
In every organization and in every team, I run into one or two customs that people tell me are part of “Scrum by the book”, that aren’t actually in the book. The book I’m referring to in this case is…
Adapting the Toyota Kata to Software Products
Every once in a while I come across the interesting notion that Scrum is “Agile training wheels”. Scrum would be the ideal framework to start Agile. I do understand where this is coming from, but I…
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Boris had invited to an event that gave all participants of this event the chance to talk to Jeff Sutherland directly.The meeting was run like a speed dating event. Every 20 minutes the people on one table needed to change to another table.This format created a very good atmosphere and a very high communication saturation. Jeff Sutherland introduced this word because he works with James Coplien and he is an specialist for mapping communication saturation of teams. The theory behind this says that a team is most productive, when everybody in the team knows everything. (See Copliens article Patterns on Productive Organizations).
Jeff Sutherland - Scrum Brunch - Vienna
The other new idea of Jeff was to show the audience the way to leave the Fix Price / Fix Date trap, by follow the Money for Nothing, Change for Free escape. It is a very intuitive way of convincing customers, especially people who are in charge of budget to use an agile development approach. You can see this approach in any training that is given by Jeff or myself.
In his new book, “The Rise of Superman: Decoding the Science of Ultimate Human Performance,” Steven Kotler discusses flow triggers – circumstances that facilitate the entry into the flow state Kotler groups the 17 flow triggers into several buckets: psychological, environmental, social and creative. Since we are attempting to explain team performance, our interest lies primarily in the social triggers, defined as “ways to alter social conditions to produce more group flow”. It is uncanny how Scrum is almost precisely designed around these triggers. Could this be the reason why, as Scrum evangelists claim, you can get more done faster, with fewer people, and with higher quality, effectively breaking the “iron triangle”?
Most of Kotler’s social and environmental flow triggers map closely to Scrum practices or principles. Let’s look at the ones that fit:
Serious concentration: To create flow in social settings, you need to ensure everyone has their maximum attention to the here and now, and is blocked off from other distractions. Scrum practices frozen scope for timeboxed iterations, i.e. no changes in the team’s direction are allowed during a sprint. This is done in order to create the necessary period of uninterrupted, focused work, which is precisely what the teams need to achieve higher levels of productivity.
Shared, clear goals: Groups need to be clear about what their collective goal is in order for flow to happen. Practices described above, like information radiators and visualizing things like scope, progress and task status serve exactly that purpose.
Good communication: This one is almost self-explanatory. Constant communication is necessary for group flow, according to Kotler. Scrum practically forces constant, open, intense many-to-many communication, where everyone not only has a voice, but is fully expected to use it.
Familiarity/common language: Kotler stresses the importance of common language, a shared knowledge base and a communication style based on unspoken understandings. This is almost precisely the description of the emergent tacit knowledge emphasized by all Agile methods.
Equal participation: Flow is most likely to happen in a group setting when all participants have an equal role in the project. This is reflected in the cross-functional and self-organizing nature of Scrum teams, as well as such practices as collective code ownership (which stems from Extreme Programming but is widely used by many Scrum teams).
Risk: There’s no creativity without failure, and there’s no group flow without the risk of failure. The group has to have some skin in the game to produce group flow. Scrum teams are constantly making clear commitments to their customer (internal or external, in the case of outside partner teams) and there is always the risk of underdelivering on those commitments.
Sense of control: Kotler defines sense of control as the combination of autonomy (being free to do what you want) and competence (being good at what you do). Again, this is precisely how Scrum is set up: competent, highly motivated, self-organizing, cross-functional teams that are not micromanaged, but rather choose their own implementation path and are accountable to the customer for the ultimate results.
Reflections and findings triggered by the experience interview with Jimmy Janlén.
Scrum of Scrums describes one of the first approaches to scale Scrum and is often confused with Nexus Daily Scrum.
How effectively a Nexus works depends on its ability to eliminate dependencies. Eliminating dependencies simplifies integration. Scrum Masters who efficiently perform cross-team refinements save time. Saving time saves money.
The Scrum Guide has been updated to make it less prescriptive, using simpler language to address a wider audience. These changes have been done to make Scrum a “lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems”. An interview with Ken Schwaber and Jeff Sutherland about the changes to the guide.
Learn how to measure technical debt and how to make the most out of your tech debt budget so you can boost productivity.
Scrum Commitments: Tying Loose Ends and Shoehorning the Definition of Done — Age-of-Product.com analyzing the Scrum Guide 2020.
Now that I’ve got your attention, I apologize for the spicy title. To be fair, you’ve been writing a lot of juicy articles on how we as Product Owners can do better. Recent ones that come to mind are…
Chapter 15. The Product Kata As discussed earlier, and as seen in Figure 15-1, The Product Kata is the process by which we uncover the right solutions to build. … - Selection from Escaping the Build Trap [Book]
A while ago, I was introducing the Kanban Kata by Hakan Forss to a team that was struggling to meet their deadline. They had failed twice before and their jobs were in jeopardy. Implementing Continuous Improvement and Kata helped the teams crea
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Un exerciseur pour préparer la certifiication Scrum PSM2