Fixing Your Scrum
Course Info
This course includes 5 attempts.
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.
Course Material
- 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 13 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 23 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 33 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 43 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 53 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 63 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 73 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 83 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 93 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 103 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 113 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 123 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 133 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 143 attempts allowed
Instructors
🚀 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
Co-founder Agile for Humans & The Evidence-Based Company 🚀 Professional Scrum Trainer - Scrum.org 🧯Co-Author Fixing Your Scrum & Unlocking Business Agility with Evidence-Based Management 🎙️Podcast & YouTube Content Creator - @agileforhumans
The Leanpub 60 Day 100% Happiness Guarantee
Within 60 days of purchase you can get a 100% refund on any Leanpub purchase, in two clicks.
Now, this is technically risky for us, since you'll have the book or course files either way. But we're so confident in our products and services, and in our authors and readers, that we're happy to offer a full money back guarantee for everything we sell.
You can only find out how good something is by trying it, and because of our 100% money back guarantee there's literally no risk to do so!
So, there's no reason not to click the Add to Cart button, is there?
See full terms...
Earn $8 on a $10 Purchase, and $16 on a $20 Purchase
We pay 80% royalties on purchases of $7.99 or more, and 80% royalties minus a 50 cent flat fee on purchases between $0.99 and $7.98. You earn $8 on a $10 sale, and $16 on a $20 sale. So, if we sell 5000 non-refunded copies of your book for $20, you'll earn $80,000.
(Yes, some authors have already earned much more than that on Leanpub.)
In fact, authors have earnedover $14 millionwriting, publishing and selling on Leanpub.
Learn more about writing on Leanpub
Free Updates. DRM Free.
If you buy a Leanpub book, you get free updates for as long as the author updates the book! Many authors use Leanpub to publish their books in-progress, while they are writing them. All readers get free updates, regardless of when they bought the book or how much they paid (including free).
Most Leanpub books are available in PDF (for computers) and EPUB (for phones, tablets and Kindle). The formats that a book includes are shown at the top right corner of this page.
Finally, Leanpub books don't have any DRM copy-protection nonsense, so you can easily read them on any supported device.
Learn more about Leanpub's ebook formats and where to read them
