final csm validation report 6mar12

Scrum Alliance Validation Study for the Certified ScrumMaster

REPORT January 2012

Certified ScrumMaster Validation Study Scrum Alliance 2 | P a g e

Table of Contents Introduction ..................................................................................................................................... 3

Initial Development and Evaluation ................................................................................................. 5

Updating the Taxonomy .................................................................................................................. 6

Questionnaire Design and Distribution ........................................................................................... 6

Validation Scales and Analysis ......................................................................................................... 6

Conclusion ........................................................................................................................................ 9

Specifications ................................................................................................................................. 10

Classification System ...................................................................................................................... 11

Appendix A: Copy of the Invitation


INTRODUCTION The Scrum Alliance is a not-for-profit professional membership organization created to share the Scrum framework and transform the world of work. The Scrum Alliance's mission is to increase awareness and understanding of Scrum, provide resources to individuals and organizations using Scrum, and promote the iterative improvement necessary to succeed with Scrum. The Scrum Alliance hosts Scrum Gatherings and supports Scrum User Groups, providing a forum for interactive learning throughout the world. In accordance with its mission, the Scrum Alliance offers training and certificates for Certified ScrumMasters, Certified Scrum Product Owners, Certified Scrum Developers, Certified Scrum Coaches, and Certified Scrum Trainers, as well as certification for Certified Scrum Professionals. The Certified ScrumMaster certificate program includes a two-day training experience offered by a Registered Education Provider or a Certified Scrum Trainer followed by an assessment. The Certified ScrumMaster program is the entry point for training in Scrum methodology, and as such, this designation is a prerequisite for other Scrum Alliance certifications. The Scrum Alliance strategy is to establish a well reasoned and documented content framework for training and assessment, using methods that demonstrate the linkage between entry-level performance as a Scrum Master and the training and assessment. The validation strategy has its foundation in logically sound and legally defensible procedures drawn from psychometric literature and case law. These principles and procedures are outlined in federal regulation (Uniform Guidelines on Employee Selection Procedures) and manuals, such as Standards for Educational and Psychological Testing (published by the American Educational Research Association, 1999). Castle employed these standards, including those of the American National Standards Institute for assessment-based certificate programs, in conducting the validation study. As the primary process for identifying the competency areas and knowledge expected of Certified ScrumMasters, the validation study furnishes a clear and useful basis for training content and assessment. This is because the validation study provides the basis for content validity, which is the most commonly applied and accepted validation strategy for assessment-based certificate programs. Systematic validation studies document that the learning to be inferred when a candidate has achieved the Certified ScrumMaster certificate bears a sound linkage to the ScrumMasters role. Prior to the validation study, the Scrum Alliance identified an international group of experts in Scrum to serve as subject-matter experts. In this role, the group met in a series of online meetings under the direction of Andrea Tomasini, who provided expertise in Scrum and experience with ScrumMaster training, to ensure that the taxonomy is appropriate for entry-level training and assessment. After the group of experts had completed its work, representatives of Castle Worldwide, Inc. (Castle), convened a conference call (with file sharing support) of Scrum professionals who had not participated in the development of the taxonomy to review it in detail and suggest refinements. Mr. Tomasini participated in this review as well. The Scrum Alliance then invited all Registered Education Providers to review the taxonomy and evaluate its alignment to the ScrumMaster role using several validation scales designed for this purpose: importance, frequency, and point of acquisition. The importance scale assessed how essential the elements of the taxonomy (topics) are for newly certified ScrumMasters. There were five choices, ranging from no importance to extremely important. The Frequency scale asked about how often newly certified ScrumMasters use the topics in their work, and the five response options ranged from


never to repeatedly. The Point of Acquisition scale focused on when ScrumMasters should learn the topic, and there are four response options, from never needs to learn the topic to only after the ScrumMaster course. The job analysis study consisted of the following major phases, which provide the organization of this report: I. Taxonomy Development. The group of experts identified the topics essential to Certified

ScrumMaster, and a different group review the taxonomy and offered refinements. II. Validation Study. All Registered Education Providers were invited to review and validate the

taxonomy. The names and contact information for these participants were drawn from Scrum Alliance certificate databases.

III. Development of Specifications. Based on the ratings gathered from the participants in the

survey, a weighting scheme was developed, including specifications to provide direction for decision making about and the design of the training and assessment.

Castle acknowledges with gratitude the work of the group of experts in defining the taxonomy. This group spent long hours over several months working online through iterative reviews. Castle also appreciates the significant time and effort of the panel that reviewed the taxonomy via conference call with file sharing. In addition, Scrum Alliance staff advised Castle and reviewed the draft report many times. The panels and Scrum Alliance staff were essential to the projects success.

Project Personnel First Group Andrea Tomasini, Germany Geoff Watts, England Martin Kearns, Australia Bob Sarni, United States Colin Bird, England Arne Ahlander, Sweden Giora Morein, United States Clinton Keith, United States Ken Rubin, United States Mike Dwyer, United States Michael James, United States Xavier Quesada Allue, Belgium Michael Vizdos, United States

Second Group Andrea Tomasini, Germany Sergey Dmitriev, Russia Angela Johnson, United States Bob Sarni, United States Kate Megaw, United States Haim Deutsch, Israel Alan Atlas, United States Vernon Stinebaker, China

Third Group Andrea Tomasini, Germany Sergey Dmitriev, Russia Yvonne Kish, United States Lonnie Weaver-Johnson, United States Brian Rabon, United States Catherine Louis, United States

Scrum Alliance Staff Castle Staff Vicki Hancock, Ph.D. James P. Henderson, Ph.D. Kristopher Merkler


INITIAL DEVELOPMENT AND EVALUATION Consistent with its mission, the Scrum Alliance is validating its Certified ScrumMaster (CSM) as an assessment-based certificate program. As part of a strategy for making this effort, the Scrum Alliance is conducting a study that will give a demonstrable linkage between the content of CSM training and assessment (taxonomy) to the ScrumMaster role. The validation study focuses on topics that are relevant in the variety of settings in which CSMs are employed. The validation study began with an intensive online review of the current taxonomy by a group of experts in Scrum appointed by the Scrum Alliance. The resulting taxonomy was then scrutinized by a different group of experts in Scrum experts using teleconferences with file sharing. Then validation data were collected from Registered Education Providers, analyzed, and summarized. This work provided information that was used to assess the appropriateness of the various elements of the taxonomy as delineated by the group of experts. Updating the Taxonomy An international group of individuals known to the Scrum Alliance to have expertise in Scrum worked over a period of months in early 2011 under the direction of Andrea Tomasini, who had been appointed to provide leadership for this effort, to update the taxonomy for CSM training and assessment. This group worked asynchronously online, proposing, discussing, and reaching consensus on changes to the taxonomy. The objective of the group was to define the topics required for CSM qualification at a level commensurate with the certificate. This work resulted in the proposed taxonomy. A second group of experts worked under Castles direction to review and reach consensus on changes to the proposed taxonomy. Two teleconferences with file sharing support were required for this intensive review, each lasting four hours. The first of these reviews took place on July 20, 2011, and the second on August 10, 2011. The resulting taxonomy was thought to represent the minimum set of concepts and practices that must be learned by anyone attending a Scrum CSM course. Through facilitated discussion, participants reached consensus on five major topic areas. They are as follows, with significant subtopics shown for each: General Knowledge: Agile Manifesto, Scrum Foundations. Scrum Roles: Overview of Scrum Roles, ScrumMaster, Product Owner, The Team, Impact on

Traditional Roles. Scrum Meetings: Sprint Planning Meeting, Daily Scrum Meeting, Sprint Review Meeting, Sprint

Retrospective Meeting, Release Planning Meeting. Scrum Artifacts: Product Backlog, Product Increment and the Definition of Done, Sprint Backlog,

Burndown Charts, Other Artifacts. Scaling Scrum: Working with Multiple Scrum Teams, Working with Distributed Scrum Teams. Based on the work of the groups of experts and in consultation with Scrum staff, Castle developed a validation survey to be conducted in Microsoft Excel.


Questionnaire Design and Distribution Castle developed a questionnaire (See Appendix A) to be completed by Scrum Alliance Registered Education Providers. The purpose of the questionnaire was to collect data on the significant subtopics within the major topics that had been identified by the groups of experts. The survey phase of the validation study was important because education providers should have input into the foundation of the program.

The Scrum Alliance sent an invitation letter by email to this group (See Appendix B). This letter provided general directions, an explanatory document (also Appendix B), and the Excel-based survey, with instructions to return completed surveys to Castle. Castle monitored responses and the Scrum Alliance sent follow-up correspondence. Altogether, Castle received 18 qualified, usable responses for the significant subtopics. This level of participation achieves a response rate of 40%, given that there are 45. However, not all individuals responded to every question, so the total number of responses per question varies slightly. Validation Scales and Analysis Registered Education Providers were asked to evaluate each significant subtopic using scales for Importance, Frequency, and Point of Acquisition. Five-point scales were used for the Importance and Frequency measures, with a response of 4 representing the highest rating, and four-point scale was used for the Point of Acquisition measure. Anchors for the Importance, Frequency, and Point of Acquisition scales are listed below as a reference. Participants were asked to assign each element of practice only one estimate. Importance: How essential is the topic to the competent performance of the newly certified

ScrumMaster? 0 = Of No Importance 1 = Of Little Importance 2 = Moderately Important 3 = Very Important 4 = Extremely Important Frequency: How often does the newly certified ScrumMaster use knowledge of the topic as a

ScrumMaster 0 = Never 1 = Rarely (once per year) 2 = Sometimes (once per month) 3 = Often (once per week) 4 = Repeatedly (once per day)


Point of Acquisition: When should a ScrumMaster acquire knowledge of the topic? 0 = Never needs to learn the topic 1 = Before the ScrumMaster course 2 = During the ScrumMaster course 3 = Only after the ScrumMaster course Responses on the Importance scale ranged from 1 to 4 for some topics, and from 2 to 4 and 3 to 4 for others. Means, or average scale values, range from 2.6, above the scale mid-point, to 4.0 (moderately important to extremely important). The standard deviation statistics describe the spread of the response distributions, with small estimates indicating tight groupings and agreement among the respondents. Table 1: Importance of Topics

Topic Minimum Maximum Mean Std Dev

Agile Manifesto 1 4 3.4 1.0 Scrum Foundations 3 4 3.9 0.2 Scrum Roles 3 4 3.8 0.4 Overview of Scrum Roles 3 4 3.8 0.4 ScrumMaster 4 4 4.0 0.0 Product Owner 3 4 3.8 0.4 The Team 3 4 3.9 0.2 Scrum Meetings 3 4 3.7 0.5 Scrum Artifacts 2 4 3.6 0.6 Scaling Scrum 2 4 2.6 0.8

Ratings: 0 = Of no importance, 1 = Of little importance, 2 = Moderately important; 3 = Very important; 4 = Extremely important

Inspection of the domain statistics for Frequency indicates similar findings. Ratings ranged from 1 to 4, 2 to 4, and 3 to 4, depending on the topic. The mean response for domains Frequency rating indicates that respondents, on average, believe that newly certified ScrumMaster use these topics often: at least Sometimes (once a month) to Repeatedly (once a day). As with the other scales, the standard deviations indicate agreement among Registered Education Providers. Table 2: Frequency of Topics




Ratings: 0 = 0 = Never, 1 = Rarely, 2 = Sometimes, 3 = Often, 4 = Repeatedly

Point of Acquisition responses were recorded as when ScrumMasters are expected to learn about the topics. Registered Education Providers gave ratings of 2 to topics that they believe should be learned in the CSM course. Means range between 1.8 and 2.6; however, it is clear that all topics except for Scaling Scrum have means that hover very tightly around 2, with standard deviations ranging from 0.3 to 0.6. These findings suggest agreement among the respondents that the topics are expected to be taught in the ScrumMaster course. Table 3: Point of Acquisition for Topics



Ratings: 0 = Never Needs to Learn, 1 = Before the CSM Course, 2 = During the CSM Course, 3 = Only After the CSM Course

A third group of experts in Scrum met in Durham, North Carolina, on October 3 and 4, 2011, to review the results from the validation study and assemble the 35-item CSM assessment. This group found the results of the survey to account reasonably for the taxonomy, although the group recommended that Scaling Scrum should not be included in test specifications.


CONCLUSION The Scrum Alliance conducted a validation study in order to assess the relationship between the work of newly certified ScrumMasters and the taxonomy that defines appropriate topics for the training course and assessment components of the CSM assessment-based certificate program. Data collected and analyzed in the study were used to determine content specifications for the assessment. All Scrum Alliance Registered Education Providers (n = 45) were invited by email to participate in the survey, and Castle received 18 usable responses (40% of the population). Topics in the taxonomy were evaluated using scales for Importance, Frequency, and Point of Acquisition. The Importance scale offered insight into the degree to which knowledge of the domain is essential to the work of newly certified ScrumMasters. The Frequency (how often) scale also supplied support for the inclusion of topics in the taxonomy. The Point of Acquisition ratings gave compelling evidence that ScrumMasters are expected to learn about the topics during the training course, although one topic (Scaling Scrum) is more advanced. Data collected in the validation study give clear evidence that the topics (other than Scaling Scrum) are appropriate elements of the CSM taxonomy.


Specifications Using the mean value for the Importance and Frequency, the percent of the assessment allocated to each topic is determined as the product prorated across the topic areas. However, for Scrum Roles, the weight was determined as the sum of the Overview, ScrumMaster, Product Owner, and Team allocations. The specifications presented in this section should be employed when instructors determine how much emphasis to give the various topics in the CSM training course, and the specification should drive the assembly of new forms of the assessment as they are needed to ensure content validity.

Table 4: Specifications Based on Importance and Frequency

Domain Importance Mean

Frequency Mean

Percent of Test

Number of Questions

Agile Manifesto 3.4 2.8 8.7 3 Scrum Foundations 3.9 3.7 13.6 5 Scrum Roles 3.8 3.6 19 Overview of Scrum Roles 3.8 3.6 12.7 ScrumMaster 4.0 3.9 14.6 Product Owner 3.8 3.4 11.9 The Team 3.9 3.7 13.6 Scrum Meetings 3.7 3.6 12.3 4 Scrum Artifacts 3.6 3.7 12.5 4


Certified ScrumMaster (CSM) Content Outline and Learning Objectives

December 2011

The following pages present the CSM taxonomy as validated through the 2011 Scrum Alliance Validation Study. Each percentage represents the proportion of the CSM exam devoted to the topic, and each number in parentheses represents the number of questions on the exam related to the topic. Total questions on CSM exam = 35.

I. General Knowledge 22.3% A. Agile Manifesto 8.7% (3) Define and describe the four values of Agile as stated in the Agile Manifesto. B. Scrum Foundations 13.6% (5) 1. Empirical and defined processes

Define and describe the two terms, including a description of inspect, adapt, and transparency as the three legs of an empirical process. Describe how the Scrum Framework is based on empirical process.

2. Sprint a. Iterative and Incremental

Describe how Scrum uses iterative and incremental development, and identify the benefits of developing products in an iterativeincremental fashion.

b. Protected Identify in which ways the Sprint is protected and what it protects. Describe why the Sprint is protected.

c. Timeboxed 1) Describe what a timebox is, and identify the meaning of Sprints being

timeboxed. 2) Describe the typical duration of a Sprint. Identify the tradeoffs between

shorter and longer duration Sprints. 3. The Significance of Done

Define the role of done, and describe the importance of having a potentially shippable product increment at the end of each Sprint in order to optimize business value, mitigate risk, and maximize transparency.

4. The Five Scrum Values Identify the five Scrum values, and use examples of how Scrum practices support the application of each.

5. Applicability of Scrum Identify the environments in which the application of Scrum would lead to excellent results.


II. Scrum Roles 52.80% A. Overview of Scrum Roles 12.7% (5) Identify the three Scrum roles and describe why these roles form the Scrum Team. B. ScrumMaster 14.6% (5) 1. Responsibilities a. ProcessRelated Responsibilities

Describe the responsibilities of the ScrumMaster to implement the Scrum Framework, teach and coach people on how to perform in the various roles.

b. Acts as a Change Agent Describe how the ScrumMaster will use the learning points of the Scrum Team to push for changes in the organization in support of Scrum and how the ScrumMaster might do this.

c. Serves the Product Owner and Team Identify how the ScrumMaster helps the Product Owner and Team in being better able to do their jobs by assisting them, facilitating creativity and fostering empowerment.

d. Removes Impediments Identify how the ScrumMaster removes impediments e. Coaches the Product Owner and Team

Identify how the ScrumMaster coaches the Product Owner and Team by teaching and helping improve productivity, working practices and tools.

f. Protects the Team Identify how the ScrumMaster will shield the Team from interruptions or interferences during the Sprint and help ensure the organization respects the commitment of the Team during the Sprint.

g. Guides the Team Describe how the ScrumMaster will model the values and principles of Agile and Scrum, encouraging the team to challenge themselves while remaining true to the spirit of Scrum.

2. Authority Describe how the authority of the ScrumMaster is largely indirect and springs mainly from a deep knowledge of Scrum principles and practices. The ScrumMaster has no authority to make decisions on behalf of the Team, cannot commit to dates of delivery or scope but may enforce the Scrum process.

C. Product Owner 11.9% (3) 1. Responsibilities a. Drives Product Success

Identify how the Product Owner will drive product success by maintaining the Product Backlog and guiding the Team with uptodate knowledge of user and market need.

b. Creates the Product Vision


Describe how the Product Owner creates a Product Vision and shares it with the Team to provide it with a clear goal. Analyze how the creation of a Product Vision can motivate a Team to deliver a high quality product.

c. Creates and Maintains the Product Backlog Identify the responsibility of the Product Owner to create an initial Product Backlog, and refine and continuously maintain it. The Product Backlog should be regularly updated as new information is uncovered.

d. Collaborates with the Team Define and describe the Product Owners responsibility to continuously collaborate with the Team to better understand requirements and support the Team to identify how to solve them.

e. Collaborates with Stakeholders Define different types of stakeholders and describe how the Product Owner facilitates collaboration between all stakeholders.

f. Participates in Sprint meetings Identify the requirement for the Product Owner to participate in both the Sprint Planning meeting and the Sprint Review meeting and that the Product Owner may also participate in the Daily Scrum meeting and Sprint Retrospective.

2. Authority Define and describe the Product Owners authority over the Product Backlog items and their priorities. Also describe the Product Owners authority in determining when product increments will be released, without overruling Teams estimated effort required to complete those increments and without violating the Sprint commitment.

3. Constraints 4. Single Overall Product Owner per Product a. Define the role of the Product Owner in achieving the objectives of the Sprint. b. Describe the importance of having a single person playing this role. 5. Organizational Respect

Identify that the Product Owner should be given the authority to make the necessary decisions to achieve the ROI on the Product, as described in the Scrum Framework.

D. The Team 13.6% (5) 1. Responsibilities a. SelfOrganizing and Whole Team Accountability

Analyze the reasons and implications of selforganization and whole Team accountability in Scrum, and identify the reasons to not have an appointed Team leader.

b. Delivers a Product Increment Describe the importance of creating a potentially shippable product increment in every Sprint, and what it means for the Team composition and collaboration.

c. Manages the Sprint Backlog and Sprint Progress Tracking Describe how the Team creates and maintains the Sprint Backlog and tracks Sprint progress.


d. Participates in Sprint Meetings

Identify the role the Team plays in Sprint Planning meeting, Sprint Review meeting, Daily Scrum meeting, and Sprint Retrospective. Describe how the team interacts and contributes to reach each meeting goal.

2. Authority Describe the authority given to the Team and the balance with the responsibility the Team is accountable for. Identify the scope in which the Team authority is valid.

3. Teamwork Describe how building a highly productive Team takes time and patience and that the Team will need to be guided through this journey by the ScrumMaster. Identify why it is more important that the Team succeeds than any individual member of the Team.

4. Team Characteristics Identify the desirable characteristics of the Team in terms of its size, proximity, skills, and time availability.

E. Impact on Traditional Roles 3% (1) 1. No Project Manager Analyze why the project manager role is not present in the Scrum Framework. 2. Specialists

Describe how highly specialized roles like business analyst and software architect are likely to change in Scrum.

III. Scrum Meetings 12.3% (4) A. Sprint Planning Meeting

For the Sprint Planning meeting, describe the following: The objective of the meeting and required outcomes.

Who participates in the meeting.

When the meeting occurs.

How long the meeting is allowed to last.

Any necessary inputs for the meeting.

Activities and techniques the Scrum Team can employ to achieve the objectives of the meeting.

The goals of the two parts in which the meeting is usually split.

B. Daily Scrum Meeting For the Daily Scrum meeting, describe the following: The objective of the meeting and required outcomes.







C. Sprint Review Meeting For the Sprint Review meeting, describe the following: The objective of the meeting and required outcomes.






D. Sprint Retrospective Meeting For the Sprint Retrospective meeting, describe the following: The objective of the meeting and required outcomes.






E. Release Planning Meeting For the Release Planning meeting, describe the following: Circumstances in which the Release Planning meeting may be helpful.

The objective of the meeting and required outcomes.






The importance of updating release plans based on Sprint results and estimations

IV. Scrum Artifacts 12.5% (4) A. Product Backlog 1. Definition

Identify the Product Backlog as an ordered and emerging list of user needs plus anything else that is required to fulfill the Product Vision.

2. Contents a. Describe how the detail of the Product Backlog items will be tied to their position

(or order) and how the Product Backlog contents will change over time. b. Describe how the Product Backlog will contain functional, nonfunctional,

architectural, and infrastructural elements as well as risks that need to be removed or mitigated. Wherever possible, items on the Product Backlog will be in vertical slices (i.e., each providing value to the user).


3. Management and Refinement

Identify the need for the Product Backlog to be refined periodically in order for it to remain good enough for the next level of planning. The whole Scrum Team can participate in the refinement of the Product Backlog.

4. Responsibility and Participation Identify why the Product Owner is ultimately responsible for the content and state of the Product Backlog, though anyone is able and encouraged to contribute to the Product Backlog.

5. Item Readiness Describe that, in order for an item to be considered ready for inclusion in a Sprint, each Product Backlog item should be small enough to fit into a Sprint and must be clear in the expectations of the Product Owner (i.e., by specifying acceptance criteria).

6. Item Estimation Describe that the Team is responsible for estimating the items on the Product Backlog and that this estimate should be made in the simplest, most consistent, and most realistic manner possible. Scrum does not require any specific estimation techniques.

B. Product Increment and the Definition of Done 1. Definition of Product Increment

Describe that, at the end of each Sprint, the Product Owner should have the opportunity to realize value from the investment put in to date as an increment of functionality perceivable to the final user of the Product. (i.e., they could begin the deployment process for the work that has been done this Sprint, if they choose).

2. Development of a Product Increment Identify that the Team will be developing every item from the Product Backlog with the view that this will be completed to a state of potentially shippable.

3. Definition of Done (DoD) Identify that Scrums minimal DoD means potentially shippable. If the Team is using anything other than that minimal DoD, it should be explicitly captured.

4. Understanding the DoD Analyze the consequences of an inadequate DoD for the Team, the product, and the organization, and identify that any undone Product Backlog must be returned to the Product Backlog. Analyze the consequences of having a product in an unstable/undefined state due to accumulated undone work.

C. Sprint Backlog 1. Definition

Identify the Sprint Backlog as the Teams plan for how it is going to turn the Product Backlog items selected for a Sprint into potentially shippable functionality.

2. Purpose Describe the Sprint Backlogs two main purposes: a detailed view of the Team's expected work for a Sprint and a tool for the Team to manage itself during the Sprint.


3. Management

Define and describe at least one technique for managing the Sprint Backlog (e.g., a Sprint Backlog task board).

4. Responsibility Describe the responsibility of the Team for creating and maintaining the Sprint Backlog.

5. Update Scope Identify that the Sprint Backlog should, at all times, show what items are being worked on and by whom. Sometimes the Sprint Backlog should also show how much effort is still required to complete these items.

6. Update Frequency Describe the need for the Team to update the Sprint Backlog at least once a day.

D. Burndown Charts Describe the circumstances under which Burndown Charts are useful.

1. Sprint Burndown Chart a. Definition

Define the Sprint Burndown as a chart illustrating a comparison between the initial estimated amount of work at the Sprint Planning Meeting and the current estimated amount of work remaining.

b. Purpose Describe how the Sprint Burndown chart is primarily used by the Team to manage themselves during the Sprint.

c. Responsibility Describe that the ScrumMaster is responsible for ensuring that the Team is aware of its Sprint Burndown status and encouraging the Team to update the Sprint Burndown chart.

d. Update Frequency Identify when the Sprint Burndown chart will typically be updated and describe the reason to do so.

2. Release Burndown Chart a. Definition

Describe the Release Burndown charts use of empirical data and the estimations provided by the Team to indicate either the projected end date of the release or the projected amount of Product Backlog that will be completed.

b. Purpose Describe the Release Burndown charts use as a tool for the Product Owner in order to manage the plan for the product release.

c. Responsibility Identify the Product Owners responsibility to use the empirical data and estimations produced by the Team in each Sprint to update the Release Burndown chart.

d. Update Frequency


Identify when the Release Burndown chart will typically be updated and describe the reason to do so.


Note: Scaling Scrum is a topic that is considered too advanced for the CSM assessmentbased certificate program.

V. Scaling Scrum A. Working with Multiple Scrum Teams 1. Scaling Teams a. Team set up

Define at least one approach to setting up multiple teams working on the same product in Scrum, and describe the benefits of this approach.

b. Scaling up Identify different approaches to scaling up Teams gradually, and describe the benefits of each approach.

2. Scaling Product Owners Describe possible ways in which multiple Product Owners can collaborate to work on the same product.

3. Scaling the Product Backlog Describe the common challenges of managing a large Product Backlog and which techniques to use to facilitate its management.

4. Scaling the Sprint Meetings a. Sprint Planning Meeting

Describe possible approaches to run a Sprint Planning meeting with multiple teams.

b. Sprint Review Meeting Describe the challenges to an effective Sprint Review meeting with multiple teams and how those challenges may be addressed.

c. Sprint Retrospective Meeting Describe the challenges to an effective Sprint Retrospective meeting with multiple teams and how those challenges may be addressed.

d. Scrum of Scrums Meeting Describe the objectives of the Scrum of Scrums (SoS) and identify who participates in the SoS.

B. Working with Distributed Scrum Teams 1. Product Owner in a Different Location

Identify common challenges when the Product Owner works in a different location from the rest of the Scrum Team and describe strategies to deal with these challenges.

2. Scrum Team Split among Different Locations Identify common challenges of working with a dispersed team and describe strategies to deal with these challenges.

3. Importance of Infrastructure and Engineering Practices Describe the impacts of scaling Scrum and working with distributed Scrum Teams on the infrastructure and tools as well as the engineering practices.

APPENDIX A: COPY OF THE LETTER INVITING PARTICIPATION IN THE SURVEY

September 2011 Dear Scrum Alliance Registered Education Providers: The Scrum Alliance has engaged Castle Worldwide, a company that specializes in certification, to validate the taxonomy (content outline) that is used for Certified ScrumMaster (CSM) training and assessment. The updates were made by an international Scrum Alliance committee earlier this year, with reviews by Certified Scrum Trainers and by a task force working with Castle. An important part of this effort is for Registered Education Providers (REP) to evaluate the taxonomy along several key dimensions. Attached is a spreadsheet that lists the entire taxonomy that is being proposed for the CSM program, along with three scales for your use in evaluating the various topics of the taxonomy. The scales are Importance, Frequency, and Point of Acquisition: The Importance scale addresses how essential the topics are for newly certified ScrumMasters. There are five choices, ranging from no importance to extremely important. The Frequency scales asks about how often newly certified ScrumMasters use the topics in their work, and the five response options range from never to repeatedly. Finally, the Point of Acquisition scale focuses on when ScrumMasters should learn the topic, and there are four response options, from never needs to learn the topic to only after the ScrumMaster course. Directions 1. Enter your name and date in the bright yellow cells in row 1 of the spreadsheet 2. Review the entire taxonomy (rows 5 through 214 in the spreadsheet) and record your rating for the major topic areas (a total of 9 topics not every row!) for Importance (yellow cells), Frequency (green cells), and Point of Acquisition (purple cells). The spreadsheet will accept only the values specified in the yellow, green and purple cells. 3. We also invite you to comment on the topic areas (but you do not have to comment if you do not wish to) in column F. You may comment in the gray cells in that column for the major topics, but you may also record a comment in any cell in that column if you want to point out something for the specific topics in the outline. The spreadsheet will not allow you to record your evaluations in any other cells. 4. When you have finished recording your feedback, please email your completed spreadsheet as an attachment (Excel, please - .xls or .xlsx) to Jim Henderson at Castle: [email protected]. We think it will take you only about 15-30 minutes to complete the entire activity.

Please return your work to Jim no later than COB U.S. Eastern Time on Thursday, September 22, 2011. We appreciate your cooperation on this! If you have questions, you can email Jim at the email address above, or call him during business hours (Eastern Daylight Time) at 919/657-6915. Thank you for your willingness to participate in this important Scrum Alliance activity. Sincerely, Vicki Hancock, Ph.D. Certification Manager Scrum Alliance

final csm validation report 6mar12

Documents

scrum framework

certified scrum developers

certified scrum coaches

certified scrum trainers

certified scrum professionals

scrum master

scrum methodology

scrum alliance strategy