Personally designed, Professional Scrum Master (PSM-I) courseware. Trademarks are properties of the holders, who are not affiliated with courseware author.

2. Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/6 | 2/150

3.  Understanding the underpinning philosophy and
principles of Agile and Scrum
 Understanding Scrum roles and responsibilities
 Scrum Master focus
 The artefacts produced by Scrum project
 Scrum events
 Scrum planning, estimating and measurements
Main goal
 Attempt PSM-I exam with confidence
 Communicate freely within Scrum project,
understanding its principles and philosophy
Secondary goal
 Benefits and value of Agile and Scrum
M00 - Course introduction 3/6 | 3/150

4.  Let’s Get to Know Each Other
 Please share with the class:
 Your name and surname
 Your organization
 Your profession
 title, function, job responsibilities
 What do you know about
project management and agile?
 Experience with to DSDM/AgilePM/
Scrum/PRINCE2/PMBOK
 Personal session expectations
M00 - Course introduction 4/6 | 4/150

5. M00 - Course introduction 5/6 | 5/150

6. twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
Mirosław Dąbrowski
Agile Coach, Trainer, Consultant
(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer
• Creator of 50+ mind maps from PPM and related
topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials
from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL,
M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP,
CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM
topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project
management portal: 4PM: 4pm.pl (15.000+ views
each month)
• Editorial Board Member of Official PMI Poland
Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods
translator for Polish language
• English speaking, international, independent
trainer and coach from multiple domains.
• Master Lead Trainer
• 11+ years in training and coaching / 15.000+ hours
• 100+ certifications
• 5000+ people trained and coached
• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a
Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum
• Agile Coach coaching C-level executives
• Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams
• Experience multiple Agile methods
• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects
• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years
• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based
on ISO/EIC 27001
• 25+ web portal design and development and
mobile application projects with iterative,
incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank,
Descom, Ericsson, Ericpol, Euler Hermes, General Electric,
Glencore, HP Global Business Center, Ideo, Infovide-Matrix,
Interia, Kemira, Lufthansa Systems, Ministry of Defense
(Poland), Ministry of Justice (Poland), Nokia Siemens
Networks, Oracle, Orange, Polish Air Force, Proama, Roche,
Sabre Holdings, Samsung Electronics, Sescom, Scania, Sopra
Steria, Sun Microsystems, Tauron Polish Energy, Tieto,
University of Wroclaw, UBS Service Centre, Volvo IT…
miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved
Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management,
Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,
DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0,
ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development /
Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM
Simulation …
www.miroslawdabrowski.com
M00 - Course introduction 6/6 | 6/150

8. 1. Introduction to Scrum
• What is Agile? What Scrum is and is not? Understanding Agile Manifesto
2. Scrum roles and responsibilities
• Product Owner, Development Team, Scrum Master
3. Scrum artefacts
• Product Backlog, Sprint Backlog, Increment
4. Scrum events and time boxes
5. Scrum measurements
6. Scrum planning and estimating
• Planning levels, estimating, defining done
7. Scrum anti-patterns
M01 - Introduction to Scrum 2/28 | 8/150

9.  A philosophy and a mindset
 Flexibility, agility, adaptability, incremental delivery,
iterative cycle, fast feedback
 Working closely and constantly with customer throughout
 Ensuring final solution actually meets business needs
 Focusing on business value/outcome NOT strictly project plan/output
 Focusing on value delivery NOT on fixed product definition
 Deferring decisions about details as late as possible
 No “big design up front” (BDUF), rather Enough Design Up Front (EDUF)
“If a process is too unpredictable or too complicated for the planned, (predictive) approach,
then the empirical approach (measure and adapt) is the method of choice“
Ken Schwaber
M01 - Introduction to Scrum 3/28 | 9/150

10. Agile Mindset 4 Agile Values 12 Agile Principles
M01 - Introduction to Scrum 4/28 | 10/150

11. Agile PracticesAgile Mindset 4 Agile Values
Unlimited
number of
practices
12 Agile Principles
M01 - Introduction to Scrum 5/28 | 11/150

12. Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
M01 - Introduction to Scrum 6/28 | 12/150

13. Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
Being Agile Doing Agile
M01 - Introduction to Scrum 7/28 | 13/150

14. M01 - Introduction to Scrum 8/28 | 14/150

15. Fuller ApproachesLightweight Approaches
PRINCE2 Agile (P2A)
Dynamic Systems Development Method (DSDM)
Agile Programme Management (AgilePgM)
Agile Project Management (AgilePM)
Agile Unified Process (AUP)
Open Unified Process (OpenUP)
Large-scale Scrum (LeSS)
Scaled Agile Framework (SAFe)
Disciplined Agile Delivery (DAD)
Scrum at Scale (Scrum@Scale)
Scrum-of-Scrums
…
Scrum
Lean software development
Kanban (process + method)
Extreme Programming (XP)
Continuous Integration (CI)
Continuous Delivery (CD)
Feature-driven development (FDD)
Test Driven Development (TDD)
Crystal Clear
…
M01 - Introduction to Scrum 9/28 | 15/150

16. Traditional
(just for a
comparison)
Portfolio
Programme
Project
Team
Development /
Delivery /
Deployment
(mostly IT focused)
Scrum
Lean Software Development / Lean Manufacturing / eXtreme Programming (XP) / eXtreme
Manufacturing (XM) / Mob Programming / Refactoring / Test Driven Development (TDD) /
Feature Driven Development (FDD) / Behavior Driven Development (BDD) / Continuous
Testing (CT) / Continuous Integration (CI) / Continuous Delivery (CD) / Continuous
Deployment (CD) / DevOps / Rugged DevOps…
MoP
MSP
AgilePM
AgilePgM
Disciplined
Agile
Delivery
(DAD)
ScaledAgileFramework(SAFe)
Large-
Scale
Scrum
(LeSS)
Large-
Scale
Scrum
(LeSS)
Huge
Scrum@Scale
DSDM
AgilePF
AgileBA
ScrumNexus
XSCALE
PRINCE2
PRINCE2
Agile
M01 - Introduction to Scrum 10/28 | 16/150

17. Agile
(empirical/adaptive process control model)
Traditional
(defined/deterministic process control model)
People and Interactions over Processes and Tools
Working Software over Comprehensive Documentation
Customer Collaboration over Contract Negotiation
Responding to Change over Following a Plan
“We are uncovering better ways of developing software by
doing it and helping others do it”
Through this work we have come to value
While there is value in the items on the right; we value the items on the left more.
(but Agile is not just about delivering software, it applies to all types of project)
www.agilemanifesto.org
M01 - Introduction to Scrum 11/28 | 17/150

18. Examples:
Assembling, construction,
transporting, accounting
Examples:
Sales, marketing, painting,
music, creative writing
Empirical Predictive/Deterministic
 Frequent inspection and
adaptation occurs as work
proceeds
 Processes are accepted as
imperfectly defined
 Outputs are often unpredictable
and unrepeatable
 Work and outcomes are
understood before execution
 Given a well-defined set of
inputs, the same outputs are
generated every time
 Follow the pre-determined steps
to get known results
M01 - Introduction to Scrum 12/28 | 18/150

19. When to use Scrum When to use traditional methods
 Scope is not clearly defined
 The product will gradually appear during the
project
 Scope is clearly defined upfront
 Clear product description is available upfront
 Similar projects were done before
 Requirements change frequently
 Customer learns more about what they want
as the project goes on
 Requirements are well defined up front
 Few changes are expected during the project
 Products are not expected to change much
 Activities cannot be well defined upfront
 Estimating (planning) is difficult
 Activities can be well defined upfront
 Estimating is possible and reliable
 Process is iterative (numerous cycles)
 Each cycle heavily depends on the previous
ones
 Process is more long term
 Project might be split into phases
 Success is mostly measured by customer
satisfaction
 Success is mostly measured by achieving the
 project goals for time, cost, scope …
 Incremental results have value and can be
used by users
 Users cannot normally start using the products
 until the project is complete (e.g. a bridge)
M01 - Introduction to Scrum 13/28 | 19/150

20.  Simple (straightforward)
 Everything is known
 Complicated
 More is known than unknown
 Complex
 More is unknown than known
 Chaotic (unpredictable)
 Very little is known
TECHNOLOGY
REQUIREMENTS
Far from
Agreement
Close to
Agreement
Close to
Certainty
Far from
Certainty
Source: Strategic Management and Organizational Dynamics by Ralph
Stacey in Agile Software Development with Scrum by Ken Schwaber and
Mike Beedle.
Agile thrives
here
M01 - Introduction to Scrum 14/28 | 20/150

21. SENSE -> CATEGORISE -> RESPOND
• Sense - See what’s coming in
• Categorise - Make it fit predetermined categories
• Respond - Decide what to do
SENSE -> ANALYSE -> RESPOND
• Sense - See what’s coming in
• Analyse - Investigate or analyse, using expert knowledge
• Respond - Decide what to do
PROBE -> SENSE -> RESPOND
• Probe - Experimental input
• Sense - Failures or successes
• Respond - Decide what to do i.e. amplify or dampen
ACT -> SENSE -> RESPOND
• Act - Attempt to stabilise
• Sense - Failures or successes
• Respond - Decide what to do next
www.youtube.com/watch?v=N7oz366X0-8
M01 - Introduction to Scrum 15/28 | 21/150

22. Type Characteristics Leader’s/Manager’s job
Chaotic
 High Turbulence
 No clear cause-and-effect
 Unknowables
 Many decisions and no time
 Immediate action to re-establish order
 Prioritize and select actionable work
 Look for what works rather than perfection
 Act, sense, respond
Complex
 More unpredictability than predictability
 Emergent answer
 Many competing ideas
 Create bounded environments for action
 Increase levels of interaction and communication
 Servant leadership
 Generate ideas
 Probe, sense, respond
Complicated
 More predictability than unpredictability
 Fact-based management
 Experts work out wrinkle
 Utilize experts to gain insights
 Use metrics to gain control
 Sense, analyze, respond
 Command and control
Simple
 Repeating patterns and consistent events
 Clear cause-and-effect
 Well establish knowns
 Fact based management
 Use best practices
 Extensive communication not necessary
 Establish patterns and optimize to them
 Command and control
Agile thrives
here
M01 - Introduction to Scrum 16/28 | 22/150

23.  A Development Team commits to delivering working
software in 30 days or less
 A time is scheduled to show the solution
 The business sets the priorities and the Development
Team creates the solution
 Teams self-organize themselves to determine
the best way to deliver the highest
priority features
 The Team offers their work for inspection
and adapts the plan for the next cycle
M01 - Introduction to Scrum 17/28 | 23/150

24.  Scrum (n): A framework within which people can address
complex problems, and productively and creatively deliver
products of the highest possible value
 Scrum is:
 One of the many agile approaches
 Lightweight
 Extremely simple to understand (theory)
 Extremely difficult to master (practice)
M01 - Introduction to Scrum 18/28 | 24/150

25. Scrum
Transparent
InspectionAdaptation
Check your work
as you do it
We all know
what is going on
Ok to change
tactical direction
M01 - Introduction to Scrum 19/28 | 25/150

26. Plan Design Code Test Release Review
Decision Demo
Value to business after
deployment
Working solution
M01 - Introduction to Scrum 20/28 | 26/150

27. Plan
Review
Plan
Review
Plan
Review
Plan
Review
Test
Analyse
Test
Analyse
Test
Analyse
Test
Analyse
Decision Demo Decision Demo Decision Demo Decision Demo
Working solution
Plan Design Code Test Release Review
Project adaptation for changed/new business
requirements
Value delivered
(big bang)
M01 - Introduction to Scrum 21/28 | 27/150

28. time
time time
time
Waterfall
Product Visibility Ability to Change and Adapt
Delivered Business Value Risk level
M01 - Introduction to Scrum 22/28 | 28/150

29. Waterfall Agile/Scrum
time
time time
time
Product Visibility Ability to Change and Adapt
Delivered Business Value Risk level
M01 - Introduction to Scrum 23/28 | 29/150

30.  PART 1 – REDUCING WASTE AND PROJECT
FAILURE, AND STIMULATING ECONOMIC
GROWTH
 „12. Government will ensure that technology
requirements are considered earlier in the
policymaking process. This approach will be
supported by the application of lean and agile
methodologies that will reduce waste, be more
responsive to changing requirements and reduce
the risk of project failure.”
 13. Where possible, government will move away
from large ICT projects that are slow to
implement or pose a greater risk of failure.
Additionally, the application of agile ICT delivery
methods, combined with the newly established
Major Projects Authority, will improve
government’s capability to deliver projects
successfully and realise benefits faster.
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/85968/uk-government-government-ict-strategy_0.pdf
M01 - Introduction to Scrum 24/28 | 30/150

31.  Quotes:
 Most attempts to solve the problems with
government IT have treated the symptoms
rather than resolved the underlying system-
wide problems. This has simply led to doing
the wrong things ‘better’.
 Most government IT therefore remains
trapped in an outdated model, which
attempts to lock project requirements up-
front and then proceeds at a glacial pace.
The result is repeated system-wide failure.
 March 2011
http://www.instituteforgovernment.org.uk/publications/system-error
M01 - Introduction to Scrum 25/28 | 31/150

32.  US Department of Defense
(DoD) is going agile with the
help of Dr. Jeff Sutherland
 Early and continual involvement of
the user,
 Multiple, rapidly executed
increments or releases of capability,
 Early, successive prototyping to
support an evolutionary approach,
 A modular, open-systems approach.
 15 December 2010
https://www.mitre.org/sites/default/files/pdf/11_0401.pdf
M01 - Introduction to Scrum 26/28 | 32/150

33. M01 - Introduction to Scrum 27/28 | 33/150

34. I hope you enjoyed
this presentation. If so,
please like, share and
leave a comment
below.
Endorsements on
LinkedIn are also
highly appreciated! 
(your feedback = more free stuff)
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