Companies of all sizes adopt the agile scrum methodology because it enables excellent project-based teamwork and productivity. Although agile and scrum are two distinct methodologies that can be used separately, their combined benefits make the agile scrum methodology the most broadly applied use of agile.

Topics:

• Agile Manifesto
• 12 Principles
• 4 values
• Scrum Foundations (5 Scrum Values)

Learning Outcomes:

• Define the Agile Manifesto’s 12 principles and 4 ideals.
• Show the advantages of Agile project management’s “responding to change” strategy over traditional project management’s “following a plan.”
• Describe the connections between the Scrum objects, events, and roles and the Scrum values (courage, focus, commitment, respect, and openness).
• The three Scrum pillars of Transparency, Inspection, and Adaptation should be listed and explained.
• Identify the distinctions between a framework and a methodology, and explain why Scrum is referred to as a framework.
• Describe five approaches to adopt an agile mentality.
• Give two examples of how Agile and Scrum differ from one another and why the two phrases should not be used interchangeably.

Companies of all sizes adopt the agile scrum methodology because it enables excellent project-based teamwork and productivity. Although agile and scrum are two distinct methodologies that can be used separately, their combined benefits make the agile scrum methodology the most broadly applied use of agile.

Topics:

• Agile Manifesto
• 12 Principles
• 4 values
• Scrum Foundations (5 Scrum Values)

Learning Outcomes:

• Define the Agile Manifesto’s 12 principles and 4 ideals.
• Show the advantages of Agile project management’s “responding to change” strategy over traditional project management’s “following a plan.”
• Describe the connections between the Scrum objects, events, and roles and the Scrum values (courage, focus, commitment, respect, and openness).
• The three Scrum pillars of Transparency, Inspection, and Adaptation should be listed and explained.
• Identify the distinctions between a framework and a methodology, and explain why Scrum is referred to as a framework.
• Describe five approaches to adopt an agile mentality.
• Give two examples of how Agile and Scrum differ from one another and why the two phrases should not be used interchangeably.

The Scrum Master, the product owner, and the development team members are the three separate positions that make up a Scrum team. There is only one Scrum Master and one product owner, although there are typically multiple members of the development team.

Topics:

• Scrum Master roles and challenges
• Product Owner roles and responsibilities
• Development team roles and responsibilities

Learning Outcomes:

• Perform a retrospective to identify 3 approaches that will enhance performance and turnaround time.
• Describe the duties that a Scrum Master and a Product Owner have.
• Explain why the roles of a Scrum Master and a product owner should not overlap by listing three contrasts between them.
• Talk about the role of the product owner as a liaison between the development team and the stakeholders.
• Recognize why a Scrum Master facilitates rather than actively participates in Scrum activities and ceremonies.
• List three drawbacks of having a development team of fewer than three or more than ten people.

Even in the face of complexity, the key to agile and scrum project management is simplicity. Additionally, despite being straightforward, scrum ceremonies can be challenging to understand. Self-organizing teams that can solve issues in agile contexts are necessary for Scrum. Scrum ceremonies are done to enable transparency and consistent communication in the midst of such circumstances. Scrum and agile teams only hold meetings known as scrum ceremonies or agile ceremonies.

Topics:

• Sprint planning
• Daily Scrum
• Sprint Review
• Sprint Retrospective

Learning Outcomes:

• Describe sprint planning, daily scrum, sprint review, and retrospective, including their “why” and “how.”
• Recognize the rationale for a sprint’s predetermined scope and time limit.
• Give three approaches to prevent spillover from the sprint backlog.
• Discuss the five advantages of having a sprint objective and define sprint goals.
• Recognize the manner in which the Product Owner and Scrum Master should coordinate with the team and provide five suggestions for enhancing these interactions.
• Talk about the three negative effects of sprint cancellation and how to prevent it.
• List 10 sprint anti-patterns and understand how they affect delivery and turnaround time (examples: sprint cancellation, variable sprint length).

Agile scrum artifacts are documents that stakeholders and the scrum team use to describe the product being built, the steps taken to build it, and the steps taken throughout the project. The product backlog, sprint backlog, and increments are the primary agile scrum artefacts.

Topics:

• Product Backlog
• Sprint Backlog
• Product Increment

Learning Outcomes:

At the end of this activity, you will be able to-

• List and illustrate the top 5 characteristics of a well-structured product backlog (E.g. estimated, prioritized).
• Talk about two duties that the development team, scrum master, and product owner have while building and maintaining a product backlog.
• the purpose of having a product backlog and the best methods for refining the product backlog.
• Discuss and analyse the optimal amount of time and resources to devote to refining the product backlog.
• Showcase three activities that take place during a sprint review, such as the budget, timeline, and release plan.
• List five anti-patterns for sprint reviews (such delayed acceptance) and their detrimental effects.

Planning, executing out, controlling, attending daily stand-ups, and communicating with the Scrum teams are all part of the sprint execution process. By satisfying the team members’ notion of done, a list of product backlog items is transformed into a potentially shippable product increment as the result of the sprint execution.

Topics:

• Sprint Execution Planning
• Flow management
• Resolution meetings
• Communication (Taskboard, Sprint burndown chart using story points, hours effort)

Learning Outcomes:

At the end of this activity, you will be able to-

• Describe the differences between daily standups and resolution meetings.
• Describe the advantages of working with product owners.
• List three drawbacks of excessive product owner collaboration.
• Give three examples of how to remove obstacles and work together.
• Create a sprint burndown chart and demonstrate it.
• Explain three methods the team can use to become more effective.

The Daily Scrum is held every day at the same time and location to check on progress made toward the Sprint Goal and the direction in which work in the Sprint Backlog is progressing toward completion. Similar to this, we do a Sprint Review and Retrospective at the end of the Sprint. The Sprint Backlog ought to be empty and the Sprint Goal ought to have been accomplished.

Topics:

• Activities in daily scrum
• Activities in sprint retrospective

Learning Outcomes:

At the end of this activity, you will be able to-

• Describe the significance of the daily scrum meetings’ 15-minute time limit.
• Give three contrasts between daily stand-ups and typical meetings.
• Describe the two roles that the Product Owner, Development team, and Scrum Master perform in daily scrum.
• What are the three most important questions about the daily scrum agenda.
• List two duties that the development team, product owner, and scrum master have at the sprint retrospective.

The Definition of Done (DoD) is a list of standards that a user narrative must meet in order for the team to deem it complete. While the Acceptance Criteria of a User Story are a set of Test Scenarios that must be completed to confirm that the software is working as planned.

Topics:

• Definition of Done for a feature (user story or product backlog item)
• Definition of Done for a sprint
• Definition of Done for a release
• Definition of Done vs. Acceptance criteria
• Done vs. Done-Done.

Learning Outcomes:

At the end of this activity, you will be able to-

• Describe the meaning of “done” at the user story, sprint, and release levels (e.g. preparing release notes).
• Describe three advantages of the Definition of Done and why it can change over time.
• Create a wish list for the DoD (with a minimum of 7 items).
• Mention three problems that a weak DoD poses.
• List the top 5 qualities of effective acceptance criteria.
• Recognize who should participate in creating the acceptance criteria.
• List three consequences of not adhering to the acceptance criteria.

Having a Definition of Ready means that stories must be actionable right away. The Team must be able to estimate how much work will be needed to finish the User Story and what needs to be done.

Topics:

• Definition of Ready for user story
• Definition of Ready for sprint

Learning Outcomes:

At the end of this activity, you will be able to-

• Make a comprehensive list of the Definition of Done.
• List three consequences of a poorly constructed Definition of Done.
• List at least three advantages of having a common Definition of Done for teams working on the same product backlog.
• Give two suggestions for enhancing the term “done.”
• Understand the differences between “done” and “done done.”

Release planning is a critical responsibility for product managers that work with agile teams: It connects strategy with tactics to make sure the product is heading in the right direction.

Topics:

• Definition of release planning
• Who takes part in release planning
• Steps in Release planning
• Output of Release Planning

Learning Outcomes:

At the end of this activity, you will be able to-

• Define and comprehend the release planning process.
• Give three advantages of a well-planned release.
• Name three release planning outcomes.

The Team’s work is reflected on the Sprint Burndown Chart. It is a visual representation of the amount of work still to be done and the rate at which it is being accomplished.

Topics:

• Definition
• Why and when to use a sprint burndown chart
• Information obtained from sprint burndown chart

Learning Outcomes:

At the end of this activity, you will be able to-

• Understand and define the sprint burndown chart.
• List three key reasons for using a burndown chart.
• Find out how to make a burndown chart and how to calculate it.
• Describe the process for modifying upcoming sprints depending on the burndown.
• List three important facts you learned from a burndown chart.
• Give a burndown chart’s 5 benefits and 2 drawbacks.
• Recognize the five typical mistakes that cause burndown charts to contain inaccurate information.

By comparing planned and completed work, a release burn-up chart is used to monitor progress. One learns how much work the team has accomplished in a specific amount of time. The task could be measured in terms of user story points or hours invested.

Topics:

• Definition
• Features
• How to create a release burn-up chart (steps)

Learning Outcomes:

At the end of this activity, you will be able to-

• Comprehend the importance of setting a release goal (based on historical data and agreement).
• Explain the significance of release burn-up in figuring out the situation as it is.
• Discuss the 2 differences between burndown and burn-up charts.
• Describe how to modify release planning, if necessary, in light of the fire down.
• Give one main reason why a burnup chart is preferable than a burndown chart.

There are three stages of agile product planning: vision, product strategy, and tactics and the following diagram demonstrates how the vision is the overall objective, the product strategy is the route to the vision, and the tactics are the phases in the journey.

Topics:

• What is product planning
• What is product vision
• How to create a product backlog
• Product Roadmap 
• Minimum Releasable features (or) Minimum Marketable Features 
• Minimum Viable Products

User stories or agile/scrum a s the smallest unit of work in the framework, user stories are a tool used in agile software development and product management. It provides an informal, natural language explanation of a programme or product feature from the user’s end-perspective.  

Topics:

• What are user stories?
• Structure/format of user stories
• INVEST criteria

Learning Outcomes:

At the end of this activity, you will be able to-

• Explain what a user story is, why it’s important, and how it fits into real-world initiatives.
• Describe the three Cs of user stories.
• Describe the significance of acceptance criteria and provide three possible outcomes when they are not satisfied.

Agile estimation is the method for determining the amount of work necessary to execute a job that has been given priority in the product backlog. This effort is typically assessed in relation to the amount of time needed to finish the task, which enables precise sprint planning.

Topics:

• Definition
• Benefits of Agile Estimation
• Agile estimation techniques

Learning Outcomes:

At the end of this activity, you will be able to-

• Describe and illustrate five advantages of agile estimation.
• Understand the seven most popular Agile estimate approaches and select the best one for your project.
• Discuss three advantages of Planning Poker and Relative Estimation.
• List three mistakes people often make while utilising relative estimation, along with their consequences.
• Discuss in depth about the five essential steps in planning poker.

Planning poker is a planning and estimation approach used by Agile teams once they have developed a product backlog. This technique’s setup aids software teams in improving teamwork, estimating product development timelines properly, and planning the work to be done.

Topics:

• Definition
• Benefits
• Participants
• How to play planning poker
• Planning Poker rules

Learning Outcomes:

At the end of this activity, you will be able to-

• List five advantages of the planning poker estimating strategy.
• For your real-time projects, choose the optimal order for the values (story points) on the cards.
• Discuss in depth about the five essential steps in planning poker.
• Provide three considerations for using planning poker with distributed teams.