1: Introduction
1.1: Who This Course Is For
1.2: What’s in this Course
1.3: How to Read This Course
1.4: A Brief Introduction to Scrum
1.5: A Quick Overview
Exercise 1
Quiz 1
3 attempts allowed
2: Why Scrum Goes Bad
2.1: Turning Scrum into Best Practices
Exercise 2
2.2: Lacking Goals
Exercise 3
2.3: Taylorism Creeping Back in
Exercise 4
2.4: Trust is Missing
Exercise 5
2.5: Coach’s Corner
Quiz 2
3 attempts allowed
3: Breaking Bad Scrum with a Value-Driven Approach
3.1: Reviewing the Scrum Values
3.2: Using the Scrum Values Every Step of the Way
3.3: The Scrum Values in Action
Exercise 6
3.4: Coach’s Corner
Quiz 3
3 attempts allowed
4: The Product Owner
4.1: Many Product Owners, One Product
Exercise 7
4.2: The Part-time Product Owner
Exercise 8
4.3: The Proxy Product Owner
4.4: The Commander in Chief
Exercise 9
4.5: The Scrum Master + Product Owner
4.6: Not Having a Clear Vision
4.7: Coach’s Corner
Exercise 10
Quiz 4
3 attempts allowed
5: The Product Backlog
Exercise 11
5.1: One Product, Many Product Backlogs
Exercise 12
5.2: Too Many (or Too Few) PBIs
Make Product Backlog Refinement Fit Your Situation
Don’t involve everyone
Estimate only when necessary
Don’t get too far ahead
5.3: Inconsistent PBI Formats
Exercise 13
5.4: The Static Product Backlog
Exercise 14
5.5: Today’s Forecast: Frustrated Stakeholders
5.6: The Unordered Product Backlog
Exercise 15
5.7: Coach’s Corner
Exercise 16
Quiz 5
3 attempts allowed
6: The Development Team
Exercise 17
6.1: Lacking necessary skills
Exercise 18
6.2: That’s not my job
Exercise 19
6.3: Cutting Corners
Exercise 20
6.4: Everyone for Themselves
Exercise 21
6.5: Wait Your Turn
Exercise 22
6.6: The Team Is Too Big
6.7: Not Taking the Initiative
6.8: Coach’s Corner
Quiz 6
3 attempts allowed
7: Embracing the Scrum Master Role
7.1: No One on My Team Knows Scrum
Exercise 23
7.2: Help! I’m the Impediment
Exercise 24
7.3: The Superhero Scrum Master
Exercise 25
7.4: The Rotating Scrum Master
Exercise 26
7.5: So Many Impediments, So Little Time
Exercise 27
7.6: The Dreaded Scrum Lord
Exercise 28
7.7: Turning into a Scrum Secretary
Exercise 29
7.8: Acting as the Janitor
Exercise 30
7.9: Coach’s Corner
Exercise 31
Quiz 7
3 attempts allowed
8: Management
Exercise 32
8.1: Unprepared for Conversations
Exercise 33
8.2: Expecting Too Much From One Conversation
Exercise 34
8.3: Not Being Curious about Management’s Needs
Focusing on Resource Utilization
Better, Faster, Cheaper—Who Cares?
Loving the Details of Delivery
8.4: Coach’s Corner
Exercise 35
Quiz 8
3 attempts allowed
9: Thinking in Sprints
Exercise 36
9.1: We Need a Special Sprint
Exercise 37
9.2: Let’s Change the Sprint Length
Exercise 38
9.3: Scrum has too many Meetings
9.4: Using Sprint Cancellations to Change Scope
Exercise 39
9.5: Follow the Requirements or Else
9.6: Coach’s Corner
Exercise 40
Quiz 9
3 attempts allowed
10: Sprint Planning
10.1: Marathon Planning Events
Exercise 41
10.2: Leaving Sprint Planning without a Sprint Goal
10.3: Maxing out the team
10.4: Letting Debt Build Up
Exercise 42
10.5: Coach’s Corner
Exercise 43
Quiz 10
3 attempts allowed
11: Reclaiming the Daily Scrum
Exercise 44
11.1: The Daily Scrum as Status Meeting
All Eyes on the Scrum Master
Exercise 45
11.2: The Twice-a-Week Scrum
11.3: Not All Voices Are Heard
Exercise 46
11.4: The Team isn’t Making Progress
11.5: Punishing Tardiness
Exercise 47
11.6: The 45-Minute Scrum
Exercise 48
11.7: The Team is Raising False Impediments
11.8: Coach’s Corner
Exercise 49
Quiz 11
3 attempts allowed
12: Deconstructing the Done Product Increment
12.1: We Haven’t Defined “Done”
Exercise 50
12.2: Cutting Quality to Hit a Release Date
12.3: We’ll Finish That Later
Exercise 51
12.4: Coach’s Corner
Exercise 52
Quiz 12
3 attempts allowed
13: The Sprint Review
Exercise 53
13.1: Stakeholders Aren’t Involved
13.2: The Product Owner as Judge
Exercise 54
13.3: Presenting Undone Work
13.4: Treating Sprint Reviews like Demos
13.5: There’s an ‘I’ in Team
Exercise 55
13.6: The Stagnant Sprint Review
Exercise 56
13.7: Skipping It
13.8: The Standing Ovation
Exercise 57
13.9: Coach’s Corner
Exercise 58
Quiz 13
3 attempts allowed
14: The Sprint Retrospective
Exercise 59
14.1: Few Bother to Attend
Exercise 60
14.2: Superficial Commitments
14.3: Meaningless Improvements
Exercise 61
14.4: 50% Participation
Exercise 62
14.5: Skipping It
14.6: The Complaint Session
Exercise 63
14.7: Coach’s Corner
Exercise 64
Quiz 14
3 attempts allowed
Fixing Your Scrum
Practical Solutions to Common Scrum Problems
Fixing Your Scrum
Practical Solutions to Common Scrum Problems
Broken Scrum practices limit your organization’s ability to take full advantage of the agility Scrum should bring. Learn how experienced Scrum masters balance the demands of these three levels of servant leadership, while removing organizational impediments and helping Scrum teams deliver real-world value.
The instructors are letting you choose the price you pay for this course!
The instructors are letting you choose the price you pay for this course!
Broken Scrum practices limit your organization’s ability to take full advantage of the agility Scrum should bring. Learn how experienced Scrum masters balance the demands of these three levels of servant leadership, while removing organizational impediments and helping Scrum teams deliver real-world value.
About
About the Course
Broken Scrum practices limit your organization's ability to take full advantage of the agility Scrum should bring: The development team isn't cross-functional or self-organizing, the product owner doesn't get value for their investment, and stakeholders and customers are left wondering when something--anything--will get delivered.
Learn how experienced Scrum masters balance the demands of these three levels of servant leadership, while removing organizational impediments and helping Scrum teams deliver real-world value.
Discover how to visualize your work, resolve impediments, and empower your teams to self-organize and deliver using advanced coaching and facilitation techniques that honor and support the Scrum values and agile principles.
A Scrum Master needs to know when their team is in trouble and understand how to help them get back on the path to delivery. Become a better Scrum master so you can find the problems holding your teams back.
Has your Daily Scrum turned in to a meeting? Does your team struggle with creating user stories? Are stakeholders disengaged during Sprint Review? These issues are common. Learn to use empiricism as your guide and help your teams create great products.
Scrum is so much more than a checklist of practices to follow, yet that's exactly how many organizations practice it.
Bring life back to your Scrum events by using advanced facilitation techniques to leverage the full intelligence of your team. Improve your retrospectives with new formats and exercises. Ask powerful questions that spark introspection and improvement. Get support and buy-in from management. Use Scrum as a competitive advantage for your organization. Create a definition of done that improves quality and fix failing sprints.
Take the next step on your journey as a Scrum master. Transform your Scrum practices to help your teams enjoy their work again as they deliver high quality products that bring value to the world.
What You Need: A moderate level of experience using the Scrum Framework.
Categories
Price
Course Price
Minimum price
$129.00
$179.00
You pay
$179.00Authors earn
$143.20Instructors
About the Instructors
Todd Miller
? Passionate Agile Consultant & Author | Transforming Organizations for Success ?
Welcome to my LinkedIn profile! I'm Todd, a seasoned Agile enthusiast with a mission to drive organizational excellence in today's dynamic business landscape.
? Published Author: I'm proud to have co-authored impactful books like "Fixing Your Scrum" and "Unlocking Business Agility with Evidence-Based Management." My latest contribution, "97 Things Every Scrum Practitioner Should Know," aims to empower Scrum professionals worldwide.
?️ Versatile Expertise: With hands-on experience as a Scrum Master, Product Owner, Software Developer, and Agile coach, I bring a versatile skill set to the table. I've successfully navigated a diverse range of technical and creative projects spanning various industries.
? Key Focus Areas: My passion lies in fostering enterprise innovation, nurturing leadership skills, and promoting cohesive teamwork. I thrive on helping organizations adapt to our complex world, creating an environment where teams can flourish and deliver exceptional results.
? International Impact: Currently, I'm dedicated to coaching and training enterprises and teams all over the world. My expertise extends to Evidence-Based Management, the Scrum framework, Kanban, and other facets of enterprise Agile transformation. I'm committed to driving excellence in professional software development.
? Tech Aficionado: While my development roots are deep in the Microsoft .NET technology stack, I'm not confined to a single ecosystem. I'm a perpetual tinkerer, exploring the realms of Java and Python, always eager to embrace new technologies and stay at the forefront of innovation.
? Contact me for: Agile Coaching | Evidence-Based Management | Scrum Mastery | Enterprise Innovation | Software Development Excellence
Let's collaborate and make a positive impact on the future of Agile and organizational success!
? #Agile #Scrum #EvidenceBasedManagement #Innovation #Leadership #SoftwareDevelopment
Episode 302
An Interview with Todd Miller
Material
Course Material
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