وب سایت تخصصی شرکت فرین
دسته بندی دوره ها

Scrum Master PSM II Certification Prep – Agile 2022 (PSM 2)

سرفصل های دوره

Prepare to take the PSM II certification in Agile Scrum. Learn how to deal with challenging senarios as a Scrum Master


1. Intro
  • 1.1 Essential Reading.pdf
  • 1.2 PSM II Key Word List.docx
  • 1. Intro
  • 2. Essential Reading.html
  • 3. Free resources for additional learning

  • 2. Empiricisum
  • 1. Empiricism Introduction
  • 2. Question Section Explained
  • 3. Q1 - What is Scrum based on
  • 4. Q2 - How do you define Empiricism
  • 5. Q3 - Shorter or longer Sprints
  • 6. Q4 - How does Scrum apply Empiricism
  • 7. Q5 Pillars of Empirical Process Control
  • 8. Q6 - Stakeholders not attending, the effect on Empiricism
  • 9. Empiricisum Summary

  • 3. Scrum Values
  • 1.1 The Scrum Values from the Scrum blog.html
  • 1. Scrum Values Committment & Respect
  • 2. Q1 - A heated argument
  • 3. Q2 - Pressure from Stakeholder
  • 4. Scrum Values Courage
  • 5. Q3 - Developer is left out
  • 6. Scrum Values Courage senario introduction
  • 7. Q4 - Environment changes causes issues
  • 8. Scrum Values Question 5
  • 9. Scrum Values Openness
  • 10. Q5 - A velocity problem
  • 11.1 Agile Manifesto.html
  • 11.2 Principles behind the Agile Manifesto.html
  • 11. Scrum Values Focus
  • 12. Q6 - Only just meeting the Sprint Goal
  • 13. Q7 - Daily Scrum running over
  • 14. Scrum Values Summary

  • 4. Scrum Team
  • 1.1 The Scrum Guide.html
  • 1. Scrum Team Introduction
  • 2. Q1 - Making the first Sprint productive
  • 3.1 Stages of Team Development.html
  • 3. New Team problems
  • 4. Q2 - Changing team members
  • 5.1 Nexus Guide.html
  • 5. Q3 - Making a Nexus
  • 6.1 Nexus Guide.html
  • 6. Scaled Scrum
  • 7. Q4 - Splitting a big group into Scrum Teams
  • 8. Q5 - Too many Developers
  • 9. Component vs Feature Teams
  • 10. Q6 - Siloed Teams
  • 11. Q7 - Component team short term pros
  • 12.1 Further reading 1.html
  • 12.2 Further reading 2.html
  • 12.3 Further reading 3.html
  • 12. Component and Feature teams further reading
  • 13. Scrum Team Summary

  • 5. Scrum Events
  • 1. Scrum Events Introduction
  • 2. Q1 - First Event of the Sprint
  • 3. Sprint Events Lengths
  • 4. Q2 - Time between Sprints
  • 5. Q3 - Daily Scrum Questions
  • 6. The Daily Scrum
  • 7. Q4 - Teams in different time zones
  • 8. Events and Timeboxing
  • 9. Q5 - Where to have the Daily Scrum
  • 10. Q6 - Hardening Sprint bad practice
  • 11. Q7 - Who chooses the Daily Scrum location
  • 12. Scrum Events Summary

  • 6. Scrum Artifacts
  • 1. Scrum Artifacts Introduction
  • 2. Q1 - When are Artifacts reviewed
  • 3. Scrum Artifacts Explained
  • 4. Q2 - Increments in the same environment
  • 5. Q3 - How many increments per Sprint
  • 6. Q4 - When an increment is born
  • 7. Scrum Artifacts Summary

  • 7. Done
  • 1. Done Intro
  • 2. Q1 - Description of Definition of Done
  • 3.1 EBM Guide.html
  • 3. Q2 - Proper use of velocity
  • 4. Q3 - High velocity but Sprint Goal not met
  • 5. Q4 - Reduction of Definition of Done bad practice
  • 6. Changing Defo of Done & Q5 - Should all items be done by Sprint End
  • 7. Q6 - What does Done mean
  • 8. Q7 - What to do if Definition of Done is not met
  • 9. Q8 - Documentation in the Definition of Done
  • 10. Scaled Scrum and the same Definition of Done
  • 11. Q9 - Should the Definition of Done include testing
  • 12. Done Summary

  • 8. Self-management
  • 1. Self-management Introduction
  • 2. Q1 - who plans the work
  • 3. Q2 - What is true about the Sprint Goal
  • 4. Q3 - Self-management and timeboxes
  • 5. Signs of Self-management
  • 6. Q4 - Signs a team is Self-managing
  • 7.1 EBM Guide.html
  • 7.2 Signs of a maturing Scrum Team.pdf
  • 7. Signs a team is Self-managing continued
  • 8. Boundaries and Timeboxing to aid self-management
  • 9. Self-management and the Scrum Master's involvement
  • 10. Q5 - Self-management to solve team disagreements
  • 11. Q6 - Team argument
  • 12. Values not shown in team arguments
  • 13. Q7 - Reliance on an external specialist
  • 14. Self-management and the Scrum Values
  • 15. Q8 - Work distribution between teams
  • 16. Q9 - Scaled Scrum start and end dates of Sprints
  • 17. Q10 - One person taking too much time in the Daily Scrum
  • 18. Self-management Summary

  • 9. Facilitation
  • 1. Facilitation Introduction
  • 2. Q1 - External Specialist dependancy
  • 3. Q2 - PO not attedning the Retrospectives
  • 4. Facilitation Summary

  • 10. Coaching and mentoring
  • 1. Coaching and Mentoring Introduction
  • 2. Q1 - Over running the Daily Scrum
  • 3. Q2 - Over running the Sprint Review
  • 4. Q3 - A new Product Owner
  • 5. Q4 - Keeping Events true to their purpose
  • 6. Q5 - Cheering Done items in the Sprint
  • 7. Q6 - Sprint Review too fast - a cross-functional team
  • 8. Q7 - When the developers don't have the skills and tools
  • 9.1 Professional Scrum infographic.html
  • 9. Mechanical Scrum to Professional Scrum
  • 10. Coaching and Mentoring Summary

  • 11. Product Backlog Management
  • 1. Product Backlog Management Introduction & Ready
  • 2. Q1 - How are items considered ready for Sprint Planning
  • 3. Q2 - How much time should be spent on backlog refinement
  • 4. Q3 - Ordering the Product Backlog
  • 5. Scaled Scrum and the Product backlog
  • 6. Q4 - Multiple teams same Product Backlog
  • 7.1 Nexus Guide.html
  • 7. Q5 - Bringing in an additional team concerns
  • 8. Q6 - Pressure to release
  • 9. Q7 - Who is best to discuss dependencies
  • 10. Product Backlog Changes
  • 11. Q8 - Can Sprint Backlog items be changed mid-sprint
  • 12. Q9 - How to handle items added from outside of the Product Backlog
  • 13. Q10 - Yikes, the development is more complex than anticipated
  • 14. Q11 - What to do with changes that are needed
  • 15. Developers and the Product Backlog
  • 16. Q12 - How to ensure the Developers understand the Product Backlog items
  • 17. Q13 - Can't finish all the items in a Sprint
  • 18. Product Backlog Management Summary

  • 12. Stakeholders and Customers
  • 1. Stakeholders Introduction
  • 2. Q1 - Budget cuts
  • 3. Q2 - Disappointed stakeholders
  • 4. Q3 - Pressure from a key stakeholder
  • 5. Q4 - Who is the most important stakholder
  • 6. Q5 - When can the Scrum Team meet the stakeholders
  • 7. Q6 - Unsatisfied stakeholders
  • 8. Stakeholders Summary

  • 13. Risk
  • 1.1 EBM Guide.html
  • 1. How Scrum reduces risk
  • 2. Q1 - Feedback after a major release
  • 3. Q2 - Things to consider to decide the Sprint length
  • 4. Q3 - Product Owner bad practice risks
  • 5. Q4 - Developers working in silos risk
  • 6. Q5 - Risk of having the Daily Scrum every 2 days (breaking Scrum)
  • 7. Q6 - Risk with the Product and emergency changes
  • 8. Adapting as soon as needed after inspection
  • 9. The risk of Technical Debt
  • 10. Q7 - Technical debt building up
  • 11. Q8 - The relationship between velocity and technical debt
  • 12. Q9 - The relationship between delivery and technical debt
  • 13. Q10 - Pressure to release and missing testing
  • 14. Q11 - Trying to predict the next release on bad information
  • 15. Q12 - Product Owner delaying release
  • 16. Risk Summary

  • 14. Organizationa Design, Culture and Leadership
  • 1.1 5 different leadership styles.html
  • 1. True Leader
  • 2. Organization Culture Introduction
  • 3. Q1 - Coaching others to keep to the Scrum framework
  • 4.1 10 Critical Culture Change Elements in Agile Transformation.html
  • 4. Culture continued
  • 5. Q2 - Not applying Scrum properly
  • 6. Culture Summary

  • 15. Final thoughts
  • 1. Thanks and one last thing
  • 2. Bonus.html
  • 45,900 تومان
    بیش از یک محصول به صورت دانلودی میخواهید؟ محصول را به سبد خرید اضافه کنید.
    خرید دانلودی فوری

    در این روش نیاز به افزودن محصول به سبد خرید و تکمیل اطلاعات نیست و شما پس از وارد کردن ایمیل خود و طی کردن مراحل پرداخت لینک های دریافت محصولات را در ایمیل خود دریافت خواهید کرد.

    ایمیل شما:
    تولید کننده:
    شناسه: 3211
    حجم: 2549 مگابایت
    مدت زمان: 254 دقیقه
    تاریخ انتشار: 29 دی 1401
    طراحی سایت و خدمات سئو

    45,900 تومان
    افزودن به سبد خرید