Scrum (Scrum)

Scrum has been used to manage work on complex products since the early 1990s. Scrum falls within “Agile,” which is the umbrella term for several types of approaches to getting any complex, innovative scope of work done. The concept is to break large projects into smaller stages, reviewing and adapting along the way. The term "Scrum" comes from a 1986 Harvard Business Review article in which authors Hirotaka Takeuchi and Ikujiro Nonaka made an analogy comparing high-performing, cross-functional teams to the scrum formation used by rugby teams.

What Will I Learn ?

  • Scrum teams delight customers by giving them what they really want, not just the features they might have specified back when they knew very little about their true needs. Want to understand more about the folly of too much upfront planning? You might want to check out another blog of mine, “Plan Like an Extreme Skier.”
  • Scrum teams also experience better ROI because they deliver smaller pieces of functionality more frequently. Scrum’s fast pace also exposes organizational dysfunction and waste; eliminating these often hidden problems might be painful at first, but it certainly helps to reduce costs. For a more in-depth look at the relationship between Scrum, waste, and ROI, I encourage you to read, “Agile Misalignment through the Enterprise Value Chain.”
  • Scrum teams must deliver working, integrated, tested, business-valuable features each and every sprint, which means results are delivered quickly. Scrum is also well-suited to succeed in a complex environment—one in which teams must adapt quickly based on the interconnected actions of competitors, customers, users, regulatory bodies, and other stakeholders.
  • Last but not least, Scrum teams experience more joy. Now joy might at first seem like a fairly soft benefit, but it has very real economic effects. When people are enjoying their work, they are more likely to stay. Less job turnover equals very real cost savings. And when people are working well as a team, they can innovate and collaborate to bring new and exciting products to life—things no one could have imagined when they were working as individuals.
  • So can Scrum work for you? Most likely, yes. Scrum is not a silver bullet or a cure-all, but I’ve seen it enable teams to embrace the changes that accompany all complex product development efforts—So the better question could be why not yours?

Prerequisite Knowledge

None. General background with software development and project management concepts helpful. Scrum Developer Certified status helpful but not required.

Who can benefits ?

Anyone interested in learning how to implement and run Scrum in their organization and desiring to become certified as a Scrum Master. This includes Scrum team members, Product Owners, Product Managers, Project Sponsors, programmers, designers, testers, software engineers, and business executives.
Scrum Master
 The Scrum Master helps the Scrum Team perform at their highest level. They also protect the team from both internal and external distractions.
Product Owner
The Product Owner is expected to do the best possible job of satisfying all stakeholders, maintain the Product Backlog, and ensure that everyone knows the priorities.
The Development Team
Development Teams are structured and empowered to organize and manage their own work. The resulting synergy optimizes overall efficiency and effectiveness.

Opportunity Scope

Mentor shall discuss on classroom.

Modules / Chapter

1. Introduction

  • Introduction to Scrum
  • What Is Scrum?
  • Key Principles

2. Scrum Overview

  • Overview
  • History
  • Benefits
  • Scalability
  • Aspects
  • Processes

3. Scrum Concepts & Principles

  • Concepts
  • Principles
  • Aspects

4. Scrum Phases & Processes

  • Initiate
  • Plan & Estimate
  • Implement
  • Review & Retrospect
  • Release

5. Roles and Organization in Scrum

  • Scrum Master Roles
  • Product Owner Role
  • Scrum Team
  • Non-Core Roles

6. Business Justification

  • Value-Driven Delivery
  • Responsibilities
  • Factors
  • Techniques
  • Continuous Value Justification
  • Confirming Benefits Realization

7. Quality

  • Definition
  • Acceptance Criteria
  • Quality Management in Scrum

8. Change

  • Supporting Change
  • Change Requests
  • Flexibility vs. Stability
  • Integrating Change
  • Scaling in Programs and Portfolios

9. Risk

  • Risk vs. Issues
  • Risk Attitude
  • Identification
  • Assessment
  • Prioritization
  • Mitigation
  • Communication
  • Risk Burndown Chart

10. Project Vision Meeting

  • Team Selection
  • Outputs

11. User Group Meetings

  • Epics
  • Personas
  • User Stories
  • Prioritization

12. Sprint Planning Meeting

  • Epics
  • Personae
  • Outputs

13. Conducting The Daily Standup (Or Daily Scrum)

  • The Daily Standup Meeting
  • Three Questions
  • War Room
  • Managing Distribution Teams

14. Grooming The Prioritized Product Backlog Meeting

  • Prioritized Product Backlog Review Meeting
  • Change Requests
  • Risks
  • Outputs

15. Sprint Review Meeting

  • Sprint Review Meeting
  • Tracking Overall Progress
  • Outputs

16. Retrospect Sprint Meeting

  • Retrospect Sprint Meeting
  • Explorer-Shopper-Vacationer-Prisoner
  • Speed Boat
  • Metrics and Measuring
  • Outputs

17. Release Planning Meeting

  • Release Planning
  • Length of Sprint
  • Release Preferences
  • Outputs

18. Scrum Artifacts

  • Product Backlog
  • Deliverables
  • Sprint Backlog
  • Burndown Charts

19. Creating Deliverables

  • Create the Deliverables
  • Update the Scrum Board
  • Impediment Log
  • Refactor

20. Convening A Scrum of Scrums

  • Projects, Programs, and Portfolios
  • Scaling Scrum
  • Convening a Scrum of Scrums
  • Four Questions

Enquiry Form

Required fields are marked (*).

(Max 350 words only)

Contact Information

  • Address

    Anamnagar - 32 Kathmandu, Nepal

  • Email

  • Phone

    +977-1-4102721, 4102722, 4244804

  • Opening Hours

    10 AM - 5 PM

Registration Form

Required fields are marked (*).

(Max 350 words only)

Contact Information

  • Address

    Anamnagar - 32 Kathmandu, Nepal

  • Email

  • Phone

    +977-1-4102721, 4102722, 4244804

  • Opening Hours

    10 AM - 5 PM


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