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Scrum Team Mentoring Menu

ElementID Skill Group Sub-Group Expertise Level Who LevSO ExpSO Area Subject Original In order to move my Agility way of being to the next level I would like to be able to (Element/Task/Issue) Level
Everyone 1.01 restate a definition of Scrum that includes the words and phrases “lightweight,” “simple to understand,” and “difficult to master.” Scrum Theory Theory Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Theory 1.01 restate a definition of Scrum that includes three simple phrases. Agility Basics
Everyone 1.02 list the three core elements of Scrum: deliver working product every sprint, inspect and adapt every day, and trust the team. Scrum Theory Theory Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Theory 1.02 list the three core elements of Scrum. Agility Basics
Everyone 1.03 list the five core Scrum values. Scrum Theory Theory Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Theory 1.03 list the five core Scrum values. Agility Basics
Everyone 1.04 define empirical process control and list the three pillars. Scrum Theory Theory Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Theory 1.04 define empirical process control and list the three pillars. Agility Basics
Everyone 1.05 explain why Scrum is a framework and list two ways a framework is different from a process/methodology. Scrum Theory Theory Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Theory 1.05 explain why Scrum is a framework and list two ways a framework is different from a process/methodology. Agility Basics
Everyone 1.06 restate that Scrum exists only in its entirety, and realizing its benefits requires disciplined and dedicated practice. Scrum Theory Theory Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Theory 1.06 restate why Scrum exists only in its entirety, and realizing its benefits requires disciplined and dedicated practice. Agility Basics
Everyone 2.01 define the three roles in a Scrum Team, list their primary responsibilities, and explain how they interact with each other to deliver the product increment within a sprint. Scrum Roles Role Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Roles 2.01 define the three roles in a Scrum Team, list their primary responsibilities, and explain how they interact with each other to deliver the product increment within a sprint. Agility Basics
Everyone 2.02 define a cross-functional (i.e., has all the skills necessary to create a product Increment), self-organizing (i.e., chooses how best to accomplish their work, rather than being directed by others outside the team) team, and identify at least three benefits of a cross-functional, self-organizing team. Scrum Roles Role Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Roles 2.02 define a cross-functional, self-organizing team, and identify at least three benefits of a cross-functional, self-organizing team. Agility Basics
Everyone 2.03 describe the impacts of shared roles. Scrum Roles Role Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Roles 2.03 describe the impacts of shared roles. Agility Basics
Everyone 3.01 list the three artifacts (product increment, product backlog, sprint backlog) within Scrum and define the purpose (i.e., maximize transparency of key information) of each artifact. Scrum Events and Artifacts Artifacts Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Events and Artifacts 3.01 list the three artifacts within Scrum and define the purpose of each artifact. Agility Basics
Everyone 3.02 define the Definition of Done and the purpose for the Scrum Team. Scrum Events and Artifacts DoD Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Events and Artifacts 3.02 define the Definition of Done and the purpose for the Scrum Team. Agility Basics
Everyone 3.03 restate that the Definition of Done evolves over time. Scrum Events and Artifacts DoD Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Events and Artifacts 3.03 explain why the Definition of Done evolves over time. Agility Basics
Everyone 3.04 describe that quality goals should not be sacrificed in response to time pressure. Scrum Events and Artifacts DoD Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Events and Artifacts 3.04 describe that quality goals should not be sacrificed in response to time pressure. Agility Basics
Everyone 3.05 list the four events within Scrum; define the purpose of each event (e.g., create opportunities to inspect and adapt); and identify the participants, timing, and maximum timebox. Scrum Events and Artifacts Events Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Events and Artifacts 3.05 list the four events within Scrum; define the purpose of each event and identify the participants, timing, and maximum timebox. Agility Basics
Everyone 3.06 explain the concept of a timebox and state that all Scrum events are timeboxed. Scrum Events and Artifacts Events Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Events and Artifacts 3.06 explain the concept of a timebox and state that all Scrum events are timeboxed. Agility Basics
Everyone 3.07 list the participants of product backlog refinement and describe at least two responsibilities for the Development Team (e.g., ask questions about the product backlog items, collaborate with the Product Owner), Product Owner (e.g., provide clarification, collaborate with the Development Team), and subject matter experts (e.g., provide clarification, offer advice to the Development Team based on their experience) during product backlog refinement. Scrum Events and Artifacts Refinement Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Events and Artifacts 3.07 list the participants of product backlog refinement and describe at least two responsibilities for the Development Team, Product Owner, and subject matter experts during product backlog refinement. Agility Basics
Everyone 3.08 identify at least two reasons why the Scrum Team dedicates time for product backlog refinement (e.g., identify dependencies, make product backlog items “ready” for the next sprint, reinforce the collaborative relationship between the Development Team and the Product Owner). Scrum Events and Artifacts Refinement Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Events and Artifacts 3.08 identify at least two reasons why the Scrum Team dedicates time for product backlog refinement. Agility Basics
Everyone 3.09 list at least three topics that might be discussed at product backlog refinement (e.g., additional details, estimates, and order of the product backlog). Scrum Events and Artifacts Refinement Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Events and Artifacts 3.09 list at least three topics that might be discussed at product backlog refinement. Agility Basics
Everyone 3.10 list at least three characteristics of product backlog refinement (e.g., ongoing activity between the Product Owner and the Development Team, no more than 10% of the Development Team’s capacity is spent on product backlog refinement, the frequency and format of product backlog refinement is a decision of the Scrum Team). Scrum Events and Artifacts Refinement Knowledge Everyone 1 1 Foundation Scrum Foundations Scrum Foundations Scrum Events and Artifacts 3.10 list at least three characteristics of product backlog refinement. Agility Basics


ElementID Skill Group Sub-Group Expertise Level Who LevSO ExpSO Area Subject Original In order to move my Agility way of being to the next level I would like to be able to (Element/Task/Issue) Level
CSPO 1.01 describe at least three distinct responsibilities of the Product Owner and at least two benefits of mastering the role. Role Role Comprehension CSPO 2 2 Fundamentals of the Product Owner Role Product Owner Core Competencies Product Owner Core Competencies Fundamentals of the Product Owner Role 1.01 describe at least three distinct responsibilities of the Product Owner and at least two benefits of mastering the role.
CSPO 1.02 identify the impact on a Scrum Team and organization of at least three anti-patterns that might exist for Product Owners. Role Anti-Patterns Comprehension CSPO 2 2 Fundamentals of the Product Owner Role Product Owner Core Competencies Product Owner Core Competencies Fundamentals of the Product Owner Role 1.02 identify the impact on a Scrum Team and organization of at least three anti-patterns that might exist for Product Owners.
CSPO 1.03 discuss at least three types of organizational contexts that affect the approach to the Product Owner role. Role Role Comprehension CSPO 2 2 Fundamentals of the Product Owner Role Product Owner Core Competencies Product Owner Core Competencies Fundamentals of the Product Owner Role 1.03 discuss at least three types of organizational contexts that affect the approach to the Product Owner role.
CSPO 1.04 use at least one technique to provide transparency to stakeholders on progress toward goals. Role Stakeholder Application CSPO 2 3 Fundamentals of the Product Owner Role Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.04 use at least one technique to provide transparency to stakeholders on progress toward goals.
CSPO 1.05 list at least three techniques to engage stakeholders to gather information or insights. Role Stakeholder Knowledge CSPO 2 1 Fundamentals of the Product Owner Role Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.05 list at least three techniques to engage stakeholders to gather information or insights.
CSPO 1.06 list at least three different decision-making approaches a Product Owner might use. Role Thinking Knowledge CSPO 2 1 Fundamentals of the Product Owner Role Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.06 list at least three different decision-making approaches a Product Owner might use.
CSPO 1.07 discuss at least two situations where the Product Owner might act as a neutral facilitator and when they might use a different engagement approach. Role Dynamics Comprehension CSPO 2 2 Fundamentals of the Product Owner Role Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.07 discuss at least two situations where the Product Owner might act as a neutral facilitator and when they might use a different engagement approach.
CSPO 1.08 describe how the Product Owner collaborates with the Development Team for activities such as defining “Done” and backlog creation, refinement, and ordering. Role Dynamics Comprehension CSPO 2 2 Fundamentals of the Product Owner Role Working with the Development Team Product Owner Core Competencies Working with the Development Team 1.08 describe how the Product Owner collaborates with the Development Team for activities such as defining “Done” and backlog creation, refinement, and ordering.
CSPO 1.09 list at least three challenges of being a Product Owner with multiple teams. Role Scale Knowledge CSPO 2 1 Fundamentals of the Product Owner Role Product Ownership with Multiple Teams Product Owner Core Competencies Product Ownership with Multiple Teams 1.09 list at least three challenges of being a Product Owner with multiple teams.
CSPO 2.01 describe vision and practice the creation of a product vision. Strategy Value Comprehension CSPO 2 2 Product Strategy Describing Purpose and Strategy Describing Purpose and Strategy Product Strategy 2.01 describe vision and practice the creation of a product vision.
CSPO 2.02 describe strategy and relate it to mission and goals. Strategy Value Comprehension CSPO 2 2 Product Strategy Describing Purpose and Strategy Describing Purpose and Strategy Product Strategy 2.02 describe strategy and relate it to mission and goals.
CSPO 2.03 describe at least three different strategies for the incremental delivery of a product. Strategy Value Comprehension CSPO 2 2 Product Strategy Product Planning and Forecasting Describing Purpose and Strategy Product Planning and Forecasting 2.03 describe at least three different strategies for the incremental delivery of a product.
CSPO 2.04 explain at least three techniques to plan product delivery over time. Strategy Release Comprehension CSPO 2 2 Product Strategy Product Planning and Forecasting Describing Purpose and Strategy Product Planning and Forecasting 2.04 explain at least three techniques to plan product delivery over time.
CSPO 3.01 describe why a Product Owner performs discovery and validation work. Role Discovery Comprehension CSPO 2 2 Fundamentals of the Product Owner Role Understanding Customers and Users Understanding Customers and Users Fundamentals of the Product Owner Role 3.01 describe why a Product Owner performs discovery and validation work.
CSPO 3.02 illustrate at least one approach for segmenting customers and users. Role Discovery Synthesis CSPO 2 5 Fundamentals of the Product Owner Role Understanding Customers and Users Understanding Customers and Users Fundamentals of the Product Owner Role 3.02 illustrate at least one approach for segmenting customers and users.
CSPO 3.03 practice at least one technique to prioritize between conflicting customer (or user) needs. Role Value Synthesis CSPO 2 5 Fundamentals of the Product Owner Role Understanding Customers and Users Understanding Customers and Users Fundamentals of the Product Owner Role 3.03 practice at least one technique to prioritize between conflicting customer (or user) needs.
CSPO 3.04 describe at least three aspects of product discovery and identify how each contributes to successful product outcomes. Role Discovery Comprehension CSPO 2 2 Fundamentals of the Product Owner Role Understanding Customers and Users Understanding Customers and Users Fundamentals of the Product Owner Role 3.04 describe at least three aspects of product discovery and identify how each contributes to successful product outcomes.
CSPO 3.05 use one technique to describe users and customers, their jobs, activities, pains, and gains. Role Discovery Synthesis CSPO 2 5 Fundamentals of the Product Owner Role Understanding Customers and Users Understanding Customers and Users Fundamentals of the Product Owner Role 3.05 use one technique to describe users and customers, their jobs, activities, pains, and gains.
CSPO 3.06 list at least three ways to connect the Development Team directly to customers and users, and describe at least three benefits of Development Team direct interactions. Role Discovery Knowledge CSPO 2 1 Fundamentals of the Product Owner Role Understanding Customers and Users Understanding Customers and Users Fundamentals of the Product Owner Role 3.06 list at least three ways to connect the Development Team directly to customers and users, and describe at least three benefits of Development Team direct interactions.
CSPO 4.01 describe how Scrum supports validating product assumptions. Role Validation Comprehension CSPO 2 2 Fundamentals of the Product Owner Role Validating Product Assumptions Validating Product Assumptions Fundamentals of the Product Owner Role 4.01 describe how Scrum supports validating product assumptions.
CSPO 4.02 list at least three approaches to validating assumptions by their cost and the quality of learning. Role Validation Knowledge CSPO 2 1 Fundamentals of the Product Owner Role Validating Product Assumptions Validating Product Assumptions Fundamentals of the Product Owner Role 4.02 list at least three approaches to validating assumptions by their cost and the quality of learning.
CSPO 4.03 describe at least one approach to choosing which assumption should be validated first. Role Validation Comprehension CSPO 2 2 Fundamentals of the Product Owner Role Validating Product Assumptions Validating Product Assumptions Fundamentals of the Product Owner Role 4.03 describe at least one approach to choosing which assumption should be validated first.
CSPO 5.01 describe the relationship between outcome and output. Backlog Value Comprehension CSPO 2 2 Working With The Product Backlog Differentiating Outcome and Output Working With The Product Backlog Differentiating Outcome and Output 5.01 describe the relationship between outcome and output.
CSPO 5.02 describe at least three attributes of a Product Backlog item that help assess maximizing outcome. Backlog Value Comprehension CSPO 2 2 Working With The Product Backlog Differentiating Outcome and Output Working With The Product Backlog Differentiating Outcome and Output 5.02 describe at least three attributes of a Product Backlog item that help assess maximizing outcome.
CSPO 5.03 define value and list at least two techniques to measure value. Backlog Value Knowledge CSPO 2 1 Working With The Product Backlog Defining Value Working With The Product Backlog Defining Value 5.03 define value and list at least two techniques to measure value.
CSPO 5.04 describe value from the perspective of at least three different stakeholder groups. Backlog Value Comprehension CSPO 2 2 Working With The Product Backlog Defining Value Working With The Product Backlog Defining Value 5.04 describe value from the perspective of at least three different stakeholder groups.
CSPO 5.05 list at least five terms and definitions related to product economics that contribute to financial success. Backlog Value Knowledge CSPO 2 1 Working With The Product Backlog Defining Value Working With The Product Backlog Defining Value 5.05 list at least five terms and definitions related to product economics that contribute to financial success.
CSPO 5.06 describe at least three criteria for ordering the Product Backlog. Backlog Value Comprehension CSPO 2 2 Working With The Product Backlog Ordering Items Working With The Product Backlog Ordering Items 5.06 describe at least three criteria for ordering the Product Backlog.
CSPO 5.07 identify at least three sources of Product Backlog items. Backlog Discovery Comprehension CSPO 2 2 Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.07 identify at least three sources of Product Backlog items.
CSPO 5.08 describe at least three techniques for generating new Product Backlog items and create at least one Product Backlog item that includes description of desired outcome and value. Backlog Discovery Comprehension CSPO 2 2 Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.08 describe at least three techniques for generating new Product Backlog items and create at least one Product Backlog item that includes description of desired outcome and value.
CSPO 5.09 list at least three techniques to enhance customer or user contribution to creating Product Backlog items. Backlog Discovery Knowledge CSPO 2 1 Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.09 list at least three techniques to enhance customer or user contribution to creating Product Backlog items.
CSPO 5.10 describe at least one approach to Product Backlog refinement. Backlog Refinement Comprehension CSPO 2 2 Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.10 describe at least one approach to Product Backlog refinement.
CSPO 5.11 recognize the pros and cons of a “just-in-time” approach for Product Backlog refinement vs. an “all-at-once” approach. Backlog Value Comprehension CSPO 2 2 Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.11 recognize the pros and cons of a “just-in-time” approach for Product Backlog refinement vs. an “all-at-once” approach.
CSPO 5.12 use at least three tools to communicate the purpose and intent of Product Backlog items to improve the Development Team’s shared understanding. Backlog Dynamics Application CSPO 2 3 Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.12 use at least three tools to communicate the purpose and intent of Product Backlog items to improve the Development Team’s shared understanding.
CSPO 5.13 explain at least two approaches to identify small, valuable, and releasable subsets of a big idea or feature. Backlog Refinement Comprehension CSPO 2 2 Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.13 explain at least two approaches to identify small, valuable, and releasable subsets of a big idea or feature.


ElementID Who LevSO Depth of Expertise Expected After Mentoring ExpSO Area Subject Original Skill In order to move my Agility way of being to the next level I would like to be able to (Element/Task/Issue) Level
Everyone 1.1 Everyone 1 Knowledge 1 Foundation Theory Scrum Foundations Scrum Theory Scrum Foundations Scrum Theory 1.1 restate a definition of Scrum that includes the words and phrases “lightweight,” “simple to understand,” and “difficult to master.” restate a definition of Scrum that includes three simple phrases. Agility Basics
Everyone 1.2 Everyone 1 Knowledge 1 Foundation Theory Scrum Foundations Scrum Theory Scrum Foundations Scrum Theory 1.2 list the three core elements of Scrum: deliver working product every sprint, inspect and adapt every day, and trust the team. list the three core elements of Scrum. Agility Basics
Everyone 1.3 Everyone 1 Knowledge 1 Foundation Theory Scrum Foundations Scrum Theory Scrum Foundations Scrum Theory 1.3 list the five core Scrum values. list the five core Scrum values. Agility Basics
Everyone 1.4 Everyone 1 Knowledge 1 Foundation Theory Scrum Foundations Scrum Theory Scrum Foundations Scrum Theory 1.4 define empirical process control and list the three pillars. define empirical process control and list the three pillars. Agility Basics
Everyone 1.5 Everyone 1 Knowledge 1 Foundation Theory Scrum Foundations Scrum Theory Scrum Foundations Scrum Theory 1.5 explain why Scrum is a framework and list two ways a framework is different from a process/methodology. explain why Scrum is a framework and list two ways a framework is different from a process/methodology. Agility Basics
Everyone 1.6 Everyone 1 Knowledge 1 Foundation Theory Scrum Foundations Scrum Theory Scrum Foundations Scrum Theory 1.6 restate that Scrum exists only in its entirety, and realizing its benefits requires disciplined and dedicated practice. restate why Scrum exists only in its entirety, and realizing its benefits requires disciplined and dedicated practice. Agility Basics
Everyone 2.1 Everyone 1 Knowledge 1 Foundation Role Scrum Foundations Scrum Roles Scrum Foundations Scrum Roles 2.1 define the three roles in a Scrum Team, list their primary responsibilities, and explain how they interact with each other to deliver the product increment within a sprint. define the three roles in a Scrum Team, list their primary responsibilities, and explain how they interact with each other to deliver the product increment within a sprint. Agility Basics
Everyone 2.2 Everyone 1 Knowledge 1 Foundation Role Scrum Foundations Scrum Roles Scrum Foundations Scrum Roles 2.2 define a cross-functional (i.e., has all the skills necessary to create a product Increment), self-organizing (i.e., chooses how best to accomplish their work, rather than being directed by others outside the team) team, and identify at least three benefits of a cross-functional, self-organizing team. define a cross-functional, self-organizing team, and identify at least three benefits of a cross-functional, self-organizing team. Agility Basics
Everyone 2.3 Everyone 1 Knowledge 1 Foundation Role Scrum Foundations Scrum Roles Scrum Foundations Scrum Roles 2.3 describe the impacts of shared roles. describe the impacts of shared roles. Agility Basics
Everyone 3.1 Everyone 1 Knowledge 1 Foundation Artifacts Scrum Foundations Scrum Events and Artifacts Scrum Foundations Scrum Events and Artifacts 3.1 list the three artifacts (product increment, product backlog, sprint backlog) within Scrum and define the purpose (i.e., maximize transparency of key information) of each artifact. list the three artifacts within Scrum and define the purpose of each artifact. Agility Basics
Everyone 3.10 Everyone 1 Knowledge 1 Foundation Refinement Scrum Foundations Scrum Events and Artifacts Scrum Foundations Scrum Events and Artifacts 3.10 list at least three characteristics of product backlog refinement (e.g., ongoing activity between the Product Owner and the Development Team, no more than 10% of the Development Team’s capacity is spent on product backlog refinement, the frequency and format of product backlog refinement is a decision of the Scrum Team). list at least three characteristics of product backlog refinement. Agility Basics
Everyone 3.2 Everyone 1 Knowledge 1 Foundation DoD Scrum Foundations Scrum Events and Artifacts Scrum Foundations Scrum Events and Artifacts 3.2 define the Definition of Done and the purpose for the Scrum Team. define the Definition of Done and the purpose for the Scrum Team. Agility Basics
Everyone 3.3 Everyone 1 Knowledge 1 Foundation DoD Scrum Foundations Scrum Events and Artifacts Scrum Foundations Scrum Events and Artifacts 3.3 restate that the Definition of Done evolves over time. explain why the Definition of Done evolves over time. Agility Basics
Everyone 3.4 Everyone 1 Knowledge 1 Foundation DoD Scrum Foundations Scrum Events and Artifacts Scrum Foundations Scrum Events and Artifacts 3.4 describe that quality goals should not be sacrificed in response to time pressure. describe that quality goals should not be sacrificed in response to time pressure. Agility Basics
Everyone 3.5 Everyone 1 Knowledge 1 Foundation Events Scrum Foundations Scrum Events and Artifacts Scrum Foundations Scrum Events and Artifacts 3.5 list the four events within Scrum; define the purpose of each event (e.g., create opportunities to inspect and adapt); and identify the participants, timing, and maximum timebox. list the four events within Scrum; define the purpose of each event and identify the participants, timing, and maximum timebox. Agility Basics
Everyone 3.6 Everyone 1 Knowledge 1 Foundation Events Scrum Foundations Scrum Events and Artifacts Scrum Foundations Scrum Events and Artifacts 3.6 explain the concept of a timebox and state that all Scrum events are timeboxed. explain the concept of a timebox and state that all Scrum events are timeboxed. Agility Basics
Everyone 3.7 Everyone 1 Knowledge 1 Foundation Refinement Scrum Foundations Scrum Events and Artifacts Scrum Foundations Scrum Events and Artifacts 3.7 list the participants of product backlog refinement and describe at least two responsibilities for the Development Team (e.g., ask questions about the product backlog items, collaborate with the Product Owner), Product Owner (e.g., provide clarification, collaborate with the Development Team), and subject matter experts (e.g., provide clarification, offer advice to the Development Team based on their experience) during product backlog refinement. list the participants of product backlog refinement and describe at least two responsibilities for the Development Team, Product Owner, and subject matter experts during product backlog refinement. Agility Basics
Everyone 3.8 Everyone 1 Knowledge 1 Foundation Refinement Scrum Foundations Scrum Events and Artifacts Scrum Foundations Scrum Events and Artifacts 3.8 identify at least two reasons why the Scrum Team dedicates time for product backlog refinement (e.g., identify dependencies, make product backlog items “ready” for the next sprint, reinforce the collaborative relationship between the Development Team and the Product Owner). identify at least two reasons why the Scrum Team dedicates time for product backlog refinement. Agility Basics
Everyone 3.9 Everyone 1 Knowledge 1 Foundation Refinement Scrum Foundations Scrum Events and Artifacts Scrum Foundations Scrum Events and Artifacts 3.9 list at least three topics that might be discussed at product backlog refinement (e.g., additional details, estimates, and order of the product backlog). list at least three topics that might be discussed at product backlog refinement. Agility Basics
CSPO 1.1 CSPO 2 Comprehension 2 Role Role Fundamentals of the Product Owner Role Product Owner Core Competencies Product Owner Core Competencies Fundamentals of the Product Owner Role 1.1 describe at least three distinct responsibilities of the Product Owner and at least two benefits of mastering the role. describe at least three distinct responsibilities of the Product Owner and at least two benefits of mastering the role.
CSPO 1.2 CSPO 2 Comprehension 2 Role Anti-Patterns Fundamentals of the Product Owner Role Product Owner Core Competencies Product Owner Core Competencies Fundamentals of the Product Owner Role 1.2 identify the impact on a Scrum Team and organization of at least three anti-patterns that might exist for Product Owners. identify the impact on a Scrum Team and organization of at least three anti-patterns that might exist for Product Owners.
CSPO 1.3 CSPO 2 Comprehension 2 Role Role Fundamentals of the Product Owner Role Product Owner Core Competencies Product Owner Core Competencies Fundamentals of the Product Owner Role 1.3 discuss at least three types of organizational contexts that affect the approach to the Product Owner role. discuss at least three types of organizational contexts that affect the approach to the Product Owner role.
CSPO 1.4 CSPO 2 Application 3 Role Stakeholder Fundamentals of the Product Owner Role Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.4 use at least one technique to provide transparency to stakeholders on progress toward goals. use at least one technique to provide transparency to stakeholders on progress toward goals.
CSPO 1.5 CSPO 2 Knowledge 1 Role Stakeholder Fundamentals of the Product Owner Role Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.5 list at least three techniques to engage stakeholders to gather information or insights. list at least three techniques to engage stakeholders to gather information or insights.
CSPO 1.6 CSPO 2 Knowledge 1 Role Thinking Fundamentals of the Product Owner Role Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.6 list at least three different decision-making approaches a Product Owner might use. list at least three different decision-making approaches a Product Owner might use.
CSPO 1.7 CSPO 2 Comprehension 2 Role Dynamics Fundamentals of the Product Owner Role Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.7 discuss at least two situations where the Product Owner might act as a neutral facilitator and when they might use a different engagement approach. discuss at least two situations where the Product Owner might act as a neutral facilitator and when they might use a different engagement approach.
CSPO 1.8 CSPO 2 Comprehension 2 Role Dynamics Fundamentals of the Product Owner Role Working with the Development Team Product Owner Core Competencies Working with the Development Team 1.8 describe how the Product Owner collaborates with the Development Team for activities such as defining “Done” and backlog creation, refinement, and ordering. describe how the Product Owner collaborates with the Development Team for activities such as defining “Done” and backlog creation, refinement, and ordering.
CSPO 1.9 CSPO 2 Knowledge 1 Role Scale Fundamentals of the Product Owner Role Product Ownership with Multiple Teams Product Owner Core Competencies Product Ownership with Multiple Teams 1.9 list at least three challenges of being a Product Owner with multiple teams. list at least three challenges of being a Product Owner with multiple teams.
CSPO 2.1 CSPO 2 Comprehension 2 Strategy Value Product Strategy Describing Purpose and Strategy Describing Purpose and Strategy Product Strategy 2.1 describe vision and practice the creation of a product vision. describe vision and practice the creation of a product vision.
CSPO 2.2 CSPO 2 Comprehension 2 Strategy Value Product Strategy Describing Purpose and Strategy Describing Purpose and Strategy Product Strategy 2.2 describe strategy and relate it to mission and goals. describe strategy and relate it to mission and goals.
CSPO 2.3 CSPO 2 Comprehension 2 Strategy Value Product Strategy Product Planning and Forecasting Describing Purpose and Strategy Product Planning and Forecasting 2.3 describe at least three different strategies for the incremental delivery of a product. describe at least three different strategies for the incremental delivery of a product.
CSPO 2.4 CSPO 2 Comprehension 2 Strategy Release Product Strategy Product Planning and Forecasting Describing Purpose and Strategy Product Planning and Forecasting 2.4 explain at least three techniques to plan product delivery over time. explain at least three techniques to plan product delivery over time.
CSPO 3.1 CSPO 2 Comprehension 2 Role Discovery Fundamentals of the Product Owner Role Understanding Customers and Users Understanding Customers and Users Fundamentals of the Product Owner Role 3.1 describe why a Product Owner performs discovery and validation work. describe why a Product Owner performs discovery and validation work.
CSPO 3.2 CSPO 2 Synthesis 5 Role Discovery Fundamentals of the Product Owner Role Understanding Customers and Users Understanding Customers and Users Fundamentals of the Product Owner Role 3.2 illustrate at least one approach for segmenting customers and users. illustrate at least one approach for segmenting customers and users.
CSPO 3.3 CSPO 2 Synthesis 5 Role Value Fundamentals of the Product Owner Role Understanding Customers and Users Understanding Customers and Users Fundamentals of the Product Owner Role 3.3 practice at least one technique to prioritize between conflicting customer (or user) needs. practice at least one technique to prioritize between conflicting customer (or user) needs.
CSPO 3.4 CSPO 2 Comprehension 2 Role Discovery Fundamentals of the Product Owner Role Understanding Customers and Users Understanding Customers and Users Fundamentals of the Product Owner Role 3.4 describe at least three aspects of product discovery and identify how each contributes to successful product outcomes. describe at least three aspects of product discovery and identify how each contributes to successful product outcomes.
CSPO 3.5 CSPO 2 Synthesis 5 Role Discovery Fundamentals of the Product Owner Role Understanding Customers and Users Understanding Customers and Users Fundamentals of the Product Owner Role 3.5 use one technique to describe users and customers, their jobs, activities, pains, and gains. use one technique to describe users and customers, their jobs, activities, pains, and gains.
CSPO 3.6 CSPO 2 Knowledge 1 Role Discovery Fundamentals of the Product Owner Role Understanding Customers and Users Understanding Customers and Users Fundamentals of the Product Owner Role 3.6 list at least three ways to connect the Development Team directly to customers and users, and describe at least three benefits of Development Team direct interactions. list at least three ways to connect the Development Team directly to customers and users, and describe at least three benefits of Development Team direct interactions.
CSPO 4.1 CSPO 2 Comprehension 2 Role Validation Fundamentals of the Product Owner Role Validating Product Assumptions Validating Product Assumptions Fundamentals of the Product Owner Role 4.1 describe how Scrum supports validating product assumptions. describe how Scrum supports validating product assumptions.
CSPO 4.2 CSPO 2 Knowledge 1 Role Validation Fundamentals of the Product Owner Role Validating Product Assumptions Validating Product Assumptions Fundamentals of the Product Owner Role 4.2 list at least three approaches to validating assumptions by their cost and the quality of learning. list at least three approaches to validating assumptions by their cost and the quality of learning.
CSPO 4.3 CSPO 2 Comprehension 2 Role Validation Fundamentals of the Product Owner Role Validating Product Assumptions Validating Product Assumptions Fundamentals of the Product Owner Role 4.3 describe at least one approach to choosing which assumption should be validated first. describe at least one approach to choosing which assumption should be validated first.
CSPO 5.1 CSPO 2 Comprehension 2 Backlog Value Working With The Product Backlog Differentiating Outcome and Output Working With The Product Backlog Differentiating Outcome and Output 5.1 describe the relationship between outcome and output. describe the relationship between outcome and output.
CSPO 5.10 CSPO 2 Comprehension 2 Backlog Refinement Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.10 describe at least one approach to Product Backlog refinement. describe at least one approach to Product Backlog refinement.
CSPO 5.11 CSPO 2 Comprehension 2 Backlog Value Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.11 recognize the pros and cons of a “just-in-time” approach for Product Backlog refinement vs. an “all-at-once” approach. recognize the pros and cons of a “just-in-time” approach for Product Backlog refinement vs. an “all-at-once” approach.
CSPO 5.12 CSPO 2 Application 3 Backlog Dynamics Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.12 use at least three tools to communicate the purpose and intent of Product Backlog items to improve the Development Team’s shared understanding. use at least three tools to communicate the purpose and intent of Product Backlog items to improve the Development Team’s shared understanding.
CSPO 5.13 CSPO 2 Comprehension 2 Backlog Refinement Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.13 explain at least two approaches to identify small, valuable, and releasable subsets of a big idea or feature. explain at least two approaches to identify small, valuable, and releasable subsets of a big idea or feature.
CSPO 5.2 CSPO 2 Comprehension 2 Backlog Value Working With The Product Backlog Differentiating Outcome and Output Working With The Product Backlog Differentiating Outcome and Output 5.2 describe at least three attributes of a Product Backlog item that help assess maximizing outcome. describe at least three attributes of a Product Backlog item that help assess maximizing outcome.
CSPO 5.3 CSPO 2 Knowledge 1 Backlog Value Working With The Product Backlog Defining Value Working With The Product Backlog Defining Value 5.3 define value and list at least two techniques to measure value. define value and list at least two techniques to measure value.
CSPO 5.4 CSPO 2 Comprehension 2 Backlog Value Working With The Product Backlog Defining Value Working With The Product Backlog Defining Value 5.4 describe value from the perspective of at least three different stakeholder groups. describe value from the perspective of at least three different stakeholder groups.
CSPO 5.5 CSPO 2 Knowledge 1 Backlog Value Working With The Product Backlog Defining Value Working With The Product Backlog Defining Value 5.5 list at least five terms and definitions related to product economics that contribute to financial success. list at least five terms and definitions related to product economics that contribute to financial success.
CSPO 5.6 CSPO 2 Comprehension 2 Backlog Value Working With The Product Backlog Ordering Items Working With The Product Backlog Ordering Items 5.6 describe at least three criteria for ordering the Product Backlog. describe at least three criteria for ordering the Product Backlog.
CSPO 5.7 CSPO 2 Comprehension 2 Backlog Discovery Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.7 identify at least three sources of Product Backlog items. identify at least three sources of Product Backlog items.
CSPO 5.8 CSPO 2 Comprehension 2 Backlog Discovery Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.8 describe at least three techniques for generating new Product Backlog items and create at least one Product Backlog item that includes description of desired outcome and value. describe at least three techniques for generating new Product Backlog items and create at least one Product Backlog item that includes description of desired outcome and value.
CSPO 5.9 CSPO 2 Knowledge 1 Backlog Discovery Working With The Product Backlog Creating and Refining Items Working With The Product Backlog Creating and Refining Items 5.9 list at least three techniques to enhance customer or user contribution to creating Product Backlog items. list at least three techniques to enhance customer or user contribution to creating Product Backlog items.
ACSPO 1.1 ACSPO 3 Comprehension 2 Role Value Product Owner Core Competencies Examining the Product Owner Role Product Owner Core Competencies Examining the Product Owner Role 1.1 analyze the skills, capabilities and practices of a Product Owner to help the organization realize value. analyze the skills, capabilities and practices of a Product Owner to help the organization realize value.
ACSPO 1.10 ACSPO 3 Comprehension 2 Core Stakeholder Product Owner Core Competencies Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.10 identify at least three challenges of integrating multiple perspectives. identify at least three challenges of integrating multiple perspectives.
ACSPO 1.11 ACSPO 3 Comprehension 2 Core Stakeholder Product Owner Core Competencies Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.11 describe at least three ways a group of stakeholders could reach their final decision. describe at least three ways a group of stakeholders could reach their final decision.
ACSPO 1.12 ACSPO 3 Knowledge 1 Core Development Product Owner Core Competencies Working with the Development Team Product Owner Core Competencies Working with the Development Team 1.12 define technical debt and explain why the Product Owner should be cautious about accumulating technical debt. define technical debt and explain why the Product Owner should be cautious about accumulating technical debt.
ACSPO 1.13 ACSPO 3 Knowledge 1 Core Development Product Owner Core Competencies Working with the Development Team Product Owner Core Competencies Working with the Development Team 1.13 list at least five development practices that will help Scrum Teams deliver a high-quality product Increment and reduce technical debt each Sprint. list at least five development practices that will help Scrum Teams deliver a high-quality product Increment and reduce technical debt each Sprint.
ACSPO 1.14 ACSPO 3 Knowledge 1 Core Development Product Owner Core Competencies Working with the Development Team Product Owner Core Competencies Working with the Development Team 1.14 list at least three ways development practices may impact the Product Owner’s ability to maximize business value each Sprint. list at least three ways development practices may impact the Product Owner’s ability to maximize business value each Sprint.
ACSPO 1.15 ACSPO 3 Comprehension 2 Core Scale Product Owner Core Competencies Product Ownership with Multiple Teams Product Owner Core Competencies Product Ownership with Multiple Teams 1.15 recognize at least two different scaling frameworks or approaches. recognize at least two different scaling frameworks or approaches.
ACSPO 1.16 ACSPO 3 Analysis 4 Core Development Product Owner Core Competencies Product Ownership with Multiple Teams Product Owner Core Competencies Product Ownership with Multiple Teams 1.16 question the benefits of managing dependencies when compared to reducing/ removing dependencies. question the benefits of managing dependencies when compared to reducing/ removing dependencies.
ACSPO 1.17 ACSPO 3 Comprehension 2 Core Development Product Owner Core Competencies Product Ownership with Multiple Teams Product Owner Core Competencies Product Ownership with Multiple Teams 1.17 describe at least three techniques for visualizing, managing, or reducing dependencies or constraints. describe at least three techniques for visualizing, managing, or reducing dependencies or constraints.
ACSPO 1.2 ACSPO 3 Application 3 Role Value Product Owner Core Competencies Examining the Product Owner Role Product Owner Core Competencies Examining the Product Owner Role 1.2 illustrate why Scrum and Product Ownership is important. illustrate why Scrum and Product Ownership is important.
ACSPO 1.3 ACSPO 3 Comprehension 2 Core Stakeholder Product Owner Core Competencies Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.3 identify at least four major stakeholder groups. identify at least four major stakeholder groups.
ACSPO 1.4 ACSPO 3 Comprehension 2 Core Stakeholder Product Owner Core Competencies Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.4 demonstrate at least three techniques to interact with stakeholders over multiple Sprints. demonstrate at least three techniques to interact with stakeholders over multiple Sprints.
ACSPO 1.5 ACSPO 3 Application 3 Core Stakeholder Product Owner Core Competencies Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.5 discuss at least three techniques to collaborate with the key stakeholders. discuss at least three techniques to collaborate with the key stakeholders.
ACSPO 1.6 ACSPO 3 Knowledge 1 Core Stakeholder Product Owner Core Competencies Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.6 using two concrete examples, recognize when the Product Owner should not act as the facilitator for the stakeholders. using two concrete examples, recognize when the Product Owner should not act as the facilitator for the stakeholders.
ACSPO 1.7 ACSPO 3 Comprehension 2 Core Interpersonal Product Owner Core Competencies Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.7 demonstrate at least three facilitative listening techniques. demonstrate at least three facilitative listening techniques.
ACSPO 1.8 ACSPO 3 Comprehension 2 Core Interpersonal Product Owner Core Competencies Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.8 list at least three alternatives to open discussion and demonstrate the use of at least one of them. list at least three alternatives to open discussion and demonstrate the use of at least one of them.
ACSPO 1.9 ACSPO 3 Comprehension 2 Core Interpersonal Product Owner Core Competencies Working with Stakeholders Product Owner Core Competencies Working with Stakeholders 1.9 identify at least three indicators when a group is engaged in divergent thinking and at least three indicators where a group is engaged in convergent thinking. identify at least three indicators when a group is engaged in divergent thinking and at least three indicators where a group is engaged in convergent thinking.
ACSPO 2.1 ACSPO 3 Comprehension 2 Strategy Value Advanced Purpose And Strategy Developing Practical Product Strategies Advanced Purpose And Strategy Developing Practical Product Strategies 2.1 discuss a real-world example of how product strategy is operationalized and evolves over time in an Agile organization. discuss a real-world example of how product strategy is operationalized and evolves over time in an Agile organization.
ACSPO 2.2 ACSPO 3 Application 3 Strategy Value Advanced Purpose And Strategy Developing Practical Product Strategies Advanced Purpose And Strategy Developing Practical Product Strategies 2.2 practice at least two approaches to identify purpose or define strategy. practice at least two approaches to identify purpose or define strategy.
ACSPO 2.3 ACSPO 3 Synthesis 5 Strategy Release Advanced Purpose And Strategy Advanced Product Planning and Forecasting Advanced Purpose And Strategy Advanced Product Planning and Forecasting 2.3 create a product plan or forecast with stakeholders. create a product plan or forecast with stakeholders.
ACSPO 2.4 ACSPO 3 Application 3 Strategy Release Advanced Purpose And Strategy Advanced Product Planning and Forecasting Advanced Purpose And Strategy Advanced Product Planning and Forecasting 2.4 demonstrate how to plan a product release. demonstrate how to plan a product release.
ACSPO 3.1 ACSPO 3 Application 3 Customer Colabration Empathizing With Customers And Users Customer Research and Product Discovery Empathizing With Customers And Users Customer Research and Product Discovery 3.1 use one technique to connect teams directly to customers and users. use one technique to connect teams directly to customers and users.
ACSPO 3.2 ACSPO 3 Application 3 Customer Discovery Empathizing With Customers And Users Customer Research and Product Discovery Empathizing With Customers And Users Customer Research and Product Discovery 3.2 practice at least two techniques of product discovery. practice at least two techniques of product discovery.
ACSPO 3.3 ACSPO 3 Application 3 Customer Radiators Empathizing With Customers And Users Customer Research and Product Discovery Empathizing With Customers And Users Customer Research and Product Discovery 3.3 practice at least one technique to visualize and communicate product strategy, product ideas, features, and assumptions. practice at least one technique to visualize and communicate product strategy, product ideas, features, and assumptions.
ACSPO 4.1 ACSPO 3 Knowledge 1 Backlog Thinking Advanced Techniques For Working With The Product Backlog Advanced Product Assumption Validation Advanced Product Assumption Validation Advanced Product Assumption Validation 4.1 list two cognitive biases that may impact the Product Owner’s capability to effectively deliver business value. list two cognitive biases that may impact the Product Owner’s capability to effectively deliver business value.
ACSPO 4.2 ACSPO 3 Evaluation 6 Backlog Validation Advanced Techniques For Working With The Product Backlog Advanced Product Assumption Validation Advanced Product Assumption Validation Advanced Product Assumption Validation 4.2 appraise how effectively the Sprint Review is used to inspect and adapt based on the product Increment that was built in the Sprint. appraise how effectively the Sprint Review is used to inspect and adapt based on the product Increment that was built in the Sprint.
ACSPO 4.3 ACSPO 3 Evaluation 6 Backlog Validation Advanced Techniques For Working With The Product Backlog Advanced Product Assumption Validation Advanced Product Assumption Validation Advanced Product Assumption Validation 4.3 compare at least three approaches to validating assumptions by their cost and the quality of learning. compare at least three approaches to validating assumptions by their cost and the quality of learning.
ACSPO 4.4 ACSPO 3 Analysis 4 Backlog Validation Advanced Techniques For Working With The Product Backlog Advanced Product Assumption Validation Advanced Product Assumption Validation Advanced Product Assumption Validation 4.4 experiment with approaches to incorporate validating assumptions into the Scrum framework. experiment with approaches to incorporate validating assumptions into the Scrum framework.
ACSPO 4.5 ACSPO 3 Synthesis 5 Backlog Validation Advanced Techniques For Working With The Product Backlog Advanced Product Assumption Validation Advanced Product Assumption Validation Advanced Product Assumption Validation 4.5 develop hypotheses for a target customer/user segment and create a plan to test one hypothesis. develop hypotheses for a target customer/user segment and create a plan to test one hypothesis.
ACSPO 5.1 ACSPO 3 Comprehension 2 Backlog Value Advanced Techniques For Working With The Product Backlog Differentiating Outcome and Output Advanced Techniques For Working With The Product Backlog Differentiating Outcome and Output 5.1 describe one benefit of maximizing outcomes and impact while minimizing output. describe one benefit of maximizing outcomes and impact while minimizing output.
ACSPO 5.2 ACSPO 3 Application 3 Backlog Value Advanced Techniques For Working With The Product Backlog Defining Value Advanced Techniques For Working With The Product Backlog Defining Value 5.2 use at least two techniques to model value and use at least two techniques to measure value. use at least two techniques to model value and use at least two techniques to measure value.
ACSPO 5.3 ACSPO 3 Analysis 4 Backlog Value Advanced Techniques For Working With The Product Backlog Ordering Items Advanced Techniques For Working With The Product Backlog Ordering Items 5.3 differentiate at least four techniques to order a Product Backlog. differentiate at least four techniques to order a Product Backlog.
ACSPO 5.4 ACSPO 3 Application 3 Backlog Value Advanced Techniques For Working With The Product Backlog Ordering Items Advanced Techniques For Working With The Product Backlog Ordering Items 5.4 apply at least two techniques to organize and filter a Product Backlog to link to product goals or strategy. apply at least two techniques to organize and filter a Product Backlog to link to product goals or strategy.
ACSPO 5.5 ACSPO 3 Analysis 4 Backlog Validation Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement 5.5 experiment with at least one technique to generate new Product Backlog items. experiment with at least one technique to generate new Product Backlog items.
ACSPO 5.6 ACSPO 3 Application 3 Backlog Ready Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement 5.6 illustrate how the Product Owner can ensure that enough Product Backlog items are “ready” for the upcoming Sprint. illustrate how the Product Owner can ensure that enough Product Backlog items are “ready” for the upcoming Sprint.
ACSPO 5.7 ACSPO 3 Synthesis 5 Backlog Stakeholder Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement 5.7 organize and facilitate a session with stakeholders to break down a solution or feature as progressively smaller items that may be completed in Sprints. organize and facilitate a session with stakeholders to break down a solution or feature as progressively smaller items that may be completed in Sprints.
ACSPO 5.8 ACSPO 3 Synthesis 5 Backlog Value Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement 5.8 integrate feedback from at least three sources to generate and order Product Backlog items. integrate feedback from at least three sources to generate and order Product Backlog items.
ACSPO 5.9 ACSPO 3 Evaluation 6 Backlog Refinement Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement 5.9 assess how to refine the Product Backlog and recognize at least three ways to improve. assess how to refine the Product Backlog and recognize at least three ways to improve.
CSPPO 1.1 CSPPO 4 Evaluation 6 Core Role Product Owner Core Competencies Product Owner as Product Champion Product Owner Core Competencies Product Owner as Product Champion 1.1 appraise how different organizational designs and structures might impact how a person is selected to be a Product Owner and discuss the ramifications of those choices. appraise how different organizational designs and structures might impact how a person is selected to be a Product Owner and discuss the ramifications of those choices.
CSPPO 1.10 CSPPO 4 Application 3 Core Backlog Product Owner Core Competencies Product Ownership with Multiple Teams Product Owner Core Competencies Product Ownership with Multiple Teams 1.10 demonstrate at least two methods to support Product Backlog management across multiple teams. demonstrate at least two methods to support Product Backlog management across multiple teams.
CSPPO 1.11 CSPPO 4 Comprehension 2 Core Scale Product Owner Core Competencies Product Ownership with Multiple Teams Product Owner Core Competencies Product Ownership with Multiple Teams 1.11 describe how at least two large-scale participatory meeting formats might be adapted to scale Scrum events. describe how at least two large-scale participatory meeting formats might be adapted to scale Scrum events.
CSPPO 1.12 CSPPO 4 Synthesis 5 Core Scale Product Owner Core Competencies Product Ownership with Multiple Teams Product Owner Core Competencies Product Ownership with Multiple Teams 1.12 organize and facilitate a collaborative session to perform prioritization at scale. organize and facilitate a collaborative session to perform prioritization at scale.
CSPPO 1.13 CSPPO 4 Comprehension 2 Core Scale Product Owner Core Competencies Product Ownership with Multiple Teams Product Owner Core Competencies Product Ownership with Multiple Teams 1.13 describe at least three benefits and drawbacks of feature teams and component teams. describe at least three benefits and drawbacks of feature teams and component teams.
CSPPO 1.14 CSPPO 4 Application 3 Core Role Product Owner Core Competencies Training Product Owner Core Competencies Training 1.14 teach a topic related to Product Ownership. teach a topic related to Product Ownership.
CSPPO 1.2 CSPPO 4 Evaluation 6 Core Role Product Owner Core Competencies Product Owner as Product Champion Product Owner Core Competencies Product Owner as Product Champion 1.2 reflect on the mindset and actions to be successful as a Product Owner. reflect on the mindset and actions to be successful as a Product Owner.
CSPPO 1.3 CSPPO 4 Synthesis 5 Core Strategy Product Owner Core Competencies Product Owner as Product Champion Product Owner Core Competencies Product Owner as Product Champion 1.3 propose strategies to fill in missing skills or capabilities the team needs to create successful products. propose strategies to fill in missing skills or capabilities the team needs to create successful products.
CSPPO 1.4 CSPPO 4 Evaluation 6 Core Stakeholder Product Owner Core Competencies Advanced Stakeholder Discussion Product Owner Core Competencies Advanced Stakeholder Discussion 1.4 assess a facilitated session with stakeholders, providing two examples of how to improve a similar session. assess a facilitated session with stakeholders, providing two examples of how to improve a similar session.
CSPPO 1.5 CSPPO 4 Application 3 Core Stakeholder Product Owner Core Competencies Advanced Stakeholder Discussion Product Owner Core Competencies Advanced Stakeholder Discussion 1.5 demonstrate how to facilitate when two stakeholders have different opinions about a topic. demonstrate how to facilitate when two stakeholders have different opinions about a topic.
CSPPO 1.6 CSPPO 4 Evaluation 6 Core Stakeholder Product Owner Core Competencies Advanced Stakeholder Discussion Product Owner Core Competencies Advanced Stakeholder Discussion 1.6 compare at least two techniques for gathering, communicating, and leveraging information from internal and external stakeholders. compare at least two techniques for gathering, communicating, and leveraging information from internal and external stakeholders.
CSPPO 1.7 CSPPO 4 Comprehension 2 Core Role Product Owner Core Competencies Launching Scrum Teams Product Owner Core Competencies Launching Scrum Teams 1.7 explain at least three reasons why the start of a new Scrum Team should be handled differently from a traditional project kickoff or charter explain at least three reasons why the start of a new Scrum Team should be handled differently from a traditional project kickoff or charter
CSPPO 1.8 CSPPO 4 Application 3 Core Role Product Owner Core Competencies Launching Scrum Teams Product Owner Core Competencies Launching Scrum Teams 1.8 demonstrate the Product Owner’s responsibility to define expectations for quality when the team forms. demonstrate the Product Owner’s responsibility to define expectations for quality when the team forms.
CSPPO 1.9 CSPPO 4 Synthesis 5 Core Scale Product Owner Core Competencies Launching Scrum Teams Product Owner Core Competencies Launching Scrum Teams 1.9 plan the launch of multiple Scrum Teams working on the same product. plan the launch of multiple Scrum Teams working on the same product.
CSPPO 2.1 CSPPO 4 Evaluation 6 Strategy Strategy Implementing Purpose And Strategy Market-Driven Product Strategy Practices Implementing Purpose And Strategy Market-Driven Product Strategy Practices 2.1 compare and contrast at least three business models for a product. compare and contrast at least three business models for a product.
CSPPO 2.10 CSPPO 4 Comprehension 2 Strategy Release Implementing Purpose And Strategy Complex Product Planning and Forecasting Implementing Purpose And Strategy Complex Product Planning and Forecasting 2.10 discuss at least five elements of a product launch plan and how to approach in the context of Scrum. discuss at least five elements of a product launch plan and how to approach in the context of Scrum.
CSPPO 2.11 CSPPO 4 Application 3 Strategy Value Implementing Purpose And Strategy Product Economics Implementing Purpose And Strategy Product Economics 2.11 apply at least two methods to determine the profitability of a product. apply at least two methods to determine the profitability of a product.
CSPPO 2.12 CSPPO 4 Analysis 4 Strategy Value Implementing Purpose And Strategy Product Economics Implementing Purpose And Strategy Product Economics 2.12 calculate the expected outcome or economic results of a product release given fixed and variable costs and forecasted return. calculate the expected outcome or economic results of a product release given fixed and variable costs and forecasted return.
CSPPO 2.13 CSPPO 4 Comprehension 2 Strategy Value Implementing Purpose And Strategy Product Economics Implementing Purpose And Strategy Product Economics 2.13 explain an iterative and incremental investment model for product development. explain an iterative and incremental investment model for product development.
CSPPO 2.14 CSPPO 4 Application 3 Strategy Value Implementing Purpose And Strategy Product Economics Implementing Purpose And Strategy Product Economics 2.14 demonstrate at least three ways how return on investment can be improved. demonstrate at least three ways how return on investment can be improved.
CSPPO 2.15 CSPPO 4 Analysis 4 Strategy Value Implementing Purpose And Strategy Product Economics Implementing Purpose And Strategy Product Economics 2.15 calculate the cost of delay for a product feature. calculate the cost of delay for a product feature.
CSPPO 2.16 CSPPO 4 Evaluation 6 Strategy Value Implementing Purpose And Strategy Product Economics Implementing Purpose And Strategy Product Economics 2.16 compare at least two approaches to fund Agile product development. compare at least two approaches to fund Agile product development.
CSPPO 2.2 CSPPO 4 Synthesis 5 Strategy Value Implementing Purpose And Strategy Market-Driven Product Strategy Practices Implementing Purpose And Strategy Market-Driven Product Strategy Practices 2.2 develop a business model for a product idea. develop a business model for a product idea.
CSPPO 2.3 CSPPO 4 Synthesis 5 Strategy Value Implementing Purpose And Strategy Market-Driven Product Strategy Practices Implementing Purpose And Strategy Market-Driven Product Strategy Practices 2.3 construct a competitive analysis. construct a competitive analysis.
CSPPO 2.4 CSPPO 4 Analysis 4 Strategy Value Implementing Purpose And Strategy Market-Driven Product Strategy Practices Implementing Purpose And Strategy Market-Driven Product Strategy Practices 2.4 calculate the opportunity size of a product or feature. calculate the opportunity size of a product or feature.
CSPPO 2.5 CSPPO 4 Application 3 Strategy Discovery Implementing Purpose And Strategy Market-Driven Product Strategy Practices Implementing Purpose And Strategy Market-Driven Product Strategy Practices 2.5 demonstrate a visual management method to discover product attributes and identify at least two opportunities to improve the product. demonstrate a visual management method to discover product attributes and identify at least two opportunities to improve the product.
CSPPO 2.6 CSPPO 4 Evaluation 6 Strategy Release Implementing Purpose And Strategy Complex Product Planning and Forecasting Implementing Purpose And Strategy Complex Product Planning and Forecasting 2.6 compare at least two techniques to develop a product plan or forecast. compare at least two techniques to develop a product plan or forecast.
CSPPO 2.7 CSPPO 4 Knowledge 1 Strategy Release Implementing Purpose And Strategy Complex Product Planning and Forecasting Implementing Purpose And Strategy Complex Product Planning and Forecasting 2.7 define at least three components of a strategic, multi-team product plan or forecast. define at least three components of a strategic, multi-team product plan or forecast.
CSPPO 2.8 CSPPO 4 Synthesis 5 Strategy Release Implementing Purpose And Strategy Complex Product Planning and Forecasting Implementing Purpose And Strategy Complex Product Planning and Forecasting 2.8 develop a release strategy. develop a release strategy.
CSPPO 2.9 CSPPO 4 Knowledge 1 Strategy Release Implementing Purpose And Strategy Complex Product Planning and Forecasting Implementing Purpose And Strategy Complex Product Planning and Forecasting 2.9 define at least three measurable product launch goals. define at least three measurable product launch goals.
CSPPO 3.1 CSPPO 4 Synthesis 5 Customer Discovery Advanced Interactions With Customers And Users Advanced Customer Research and Product Discovery Advanced Interactions With Customers And Users Advanced Customer Research and Product Discovery 3.1 prepare a plan for customer development. prepare a plan for customer development.
CSPPO 3.2 CSPPO 4 Application 3 Customer Discovery Advanced Interactions With Customers And Users Advanced Customer Research and Product Discovery Advanced Interactions With Customers And Users Advanced Customer Research and Product Discovery 3.2 demonstrate at least one approach to integrate customer development into product development. demonstrate at least one approach to integrate customer development into product development.
CSPPO 3.3 CSPPO 4 Evaluation 6 Customer Discovery Advanced Interactions With Customers And Users Advanced Customer Research and Product Discovery Advanced Interactions With Customers And Users Advanced Customer Research and Product Discovery 3.3 evaluate the fitness of at least three techniques for customer research on product discovery. evaluate the fitness of at least three techniques for customer research on product discovery.
CSPPO 4.1 CSPPO 4 Evaluation 6 Strategy Discovery Complex Product Assumption Validation Run An Experiment Complex Product Assumption Validation Complex Product Assumption Validation 4.1 select, run, and report on an experiment for a product assumption hypothesis. select, run, and report on an experiment for a product assumption hypothesis.
CSPPO 4.2 CSPPO 4 Synthesis 5 Strategy Discovery Complex Product Assumption Validation Revise Your Plan Complex Product Assumption Validation Complex Product Assumption Validation 4.2 revise a plan to validate product assumptions based on the results of previous experiments. revise a plan to validate product assumptions based on the results of previous experiments.
CSPPO 5.1 CSPPO 4 Evaluation 6 Backlog Value Advanced Product Backlog Management Differentiating Outcome and Output Advanced Product Backlog Management Differentiating Outcome and Output 5.1 assess how teams and/or organizations emphasize outcomes over output. assess how teams and/or organizations emphasize outcomes over output.
CSPPO 5.2 CSPPO 4 Evaluation 6 Backlog Value Advanced Product Backlog Management Defining Value Advanced Product Backlog Management Defining Value 5.2 weigh the relative importance of at least three different value types and defend which would be preferred for a given product idea at a given point in its lifecycle. weigh the relative importance of at least three different value types and defend which would be preferred for a given product idea at a given point in its lifecycle.
CSPPO 5.3 CSPPO 4 Evaluation 6 Backlog Value Advanced Product Backlog Management Ordering Items Advanced Product Backlog Management Ordering Items 5.3 compare the benefits of at least three techniques to inform Product Backlog ordering, and apply one. compare the benefits of at least three techniques to inform Product Backlog ordering, and apply one.
CSPPO 5.4 CSPPO 4 Evaluation 6 Backlog Value Advanced Product Backlog Management Ordering Items Advanced Product Backlog Management Ordering Items 5.4 defend the order of a Product Backlog with one or more stakeholders. defend the order of a Product Backlog with one or more stakeholders.
CSPPO 5.5 CSPPO 4 Analysis 4 Backlog Discovery Advanced Product Backlog Management Refining Items to Deliver Customer Value Quickly Advanced Product Backlog Management Refining Items to Deliver Customer Value Quickly 5.5 analyze a team’s use of Product Backlog refinement. analyze a team’s use of Product Backlog refinement.
CSPPO 5.6 CSPPO 4 Evaluation 6 Backlog Discovery Advanced Product Backlog Management Refining Items to Deliver Customer Value Quickly Advanced Product Backlog Management Refining Items to Deliver Customer Value Quickly 5.6 assess the ability to engage customers or users to refine the Product Backlog and recognize at least three ways to improve. assess the ability to engage customers or users to refine the Product Backlog and recognize at least three ways to improve.


Who Level Sort Order Depth of Expertise Expected After Mentoring Area Subject Original Skill Expertise Sort Order ElementID In order to move my Agility way of being to the next level I would like to be able to (Element/Task/Issue) Level
Everyone 1 Knowledge Scrum Foundations Scrum Events and Artifacts 3.2 define the Definition of Done and the purpose for the Scrum Team. 1 Everyone 3.2 define the Definition of Done and the purpose for the Scrum Team. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Events and Artifacts 3.4 describe that quality goals should not be sacrificed in response to time pressure. 1 Everyone 3.4 describe that quality goals should not be sacrificed in response to time pressure. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Events and Artifacts 3.6 explain the concept of a timebox and state that all Scrum events are timeboxed. 1 Everyone 3.6 explain the concept of a timebox and state that all Scrum events are timeboxed. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Events and Artifacts 3.8 identify at least two reasons why the Scrum Team dedicates time for product backlog refinement (e.g., identify dependencies, make product backlog items “ready” for the next sprint, reinforce the collaborative relationship between the Development Team and the Product Owner). 1 Everyone 3.8 identify at least two reasons why the Scrum Team dedicates time for product backlog refinement. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Events and Artifacts 3.10 list at least three characteristics of product backlog refinement (e.g., ongoing activity between the Product Owner and the Development Team, no more than 10% of the Development Team’s capacity is spent on product backlog refinement, the frequency and format of product backlog refinement is a decision of the Scrum Team). 1 Everyone 3.10 list at least three characteristics of product backlog refinement. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Events and Artifacts 3.9 list at least three topics that might be discussed at product backlog refinement (e.g., additional details, estimates, and order of the product backlog). 1 Everyone 3.9 list at least three topics that might be discussed at product backlog refinement. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Events and Artifacts 3.5 list the four events within Scrum; define the purpose of each event (e.g., create opportunities to inspect and adapt); and identify the participants, timing, and maximum timebox. 1 Everyone 3.5 list the four events within Scrum; define the purpose of each event and identify the participants, timing, and maximum timebox. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Events and Artifacts 3.7 list the participants of product backlog refinement and describe at least two responsibilities for the Development Team (e.g., ask questions about the product backlog items, collaborate with the Product Owner), Product Owner (e.g., provide clarification, collaborate with the Development Team), and subject matter experts (e.g., provide clarification, offer advice to the Development Team based on their experience) during product backlog refinement. 1 Everyone 3.7 list the participants of product backlog refinement and describe at least two responsibilities for the Development Team, Product Owner, and subject matter experts during product backlog refinement. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Events and Artifacts 3.1 list the three artifacts (product increment, product backlog, sprint backlog) within Scrum and define the purpose (i.e., maximize transparency of key information) of each artifact. 1 Everyone 3.1 list the three artifacts within Scrum and define the purpose of each artifact. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Events and Artifacts 3.3 restate that the Definition of Done evolves over time. 1 Everyone 3.3 explain why the Definition of Done evolves over time. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Roles 2.2 define a cross-functional (i.e., has all the skills necessary to create a product Increment), self-organizing (i.e., chooses how best to accomplish their work, rather than being directed by others outside the team) team, and identify at least three benefits of a cross-functional, self-organizing team. 1 Everyone 2.2 define a cross-functional, self-organizing team, and identify at least three benefits of a cross-functional, self-organizing team. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Roles 2.1 define the three roles in a Scrum Team, list their primary responsibilities, and explain how they interact with each other to deliver the product increment within a sprint. 1 Everyone 2.1 define the three roles in a Scrum Team, list their primary responsibilities, and explain how they interact with each other to deliver the product increment within a sprint. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Roles 2.3 describe the impacts of shared roles. 1 Everyone 2.3 describe the impacts of shared roles. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Theory 1.4 define empirical process control and list the three pillars. 1 Everyone 1.4 define empirical process control and list the three pillars. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Theory 1.5 explain why Scrum is a framework and list two ways a framework is different from a process/methodology. 1 Everyone 1.5 explain why Scrum is a framework and list two ways a framework is different from a process/methodology. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Theory 1.3 list the five core Scrum values. 1 Everyone 1.3 list the five core Scrum values. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Theory 1.2 list the three core elements of Scrum: deliver working product every sprint, inspect and adapt every day, and trust the team. 1 Everyone 1.2 list the three core elements of Scrum. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Theory 1.1 restate a definition of Scrum that includes the words and phrases “lightweight,” “simple to understand,” and “difficult to master.” 1 Everyone 1.1 restate a definition of Scrum that includes three simple phrases. Agility Basics
Everyone 1 Knowledge Scrum Foundations Scrum Theory 1.6 restate that Scrum exists only in its entirety, and realizing its benefits requires disciplined and dedicated practice. 1 Everyone 1.6 restate why Scrum exists only in its entirety, and realizing its benefits requires disciplined and dedicated practice. Agility Basics
CSM 2 Knowledge Lean, Agile, and Scrum Definition of “Done” 1.28 outline at least one way to create a definition of “Done.” 1 CSM 1.28 outline at least one way to create a definition of “Done.” Scrum Basics
CSM 2 Knowledge Lean, Agile, and Scrum Product Backlog 1.22 list at least four attributes of a Product Backlog item. 1 CSM 1.22 list at least four attributes of a Product Backlog item. Scrum Basics
CSM 2 Knowledge Lean, Agile, and Scrum Scrum Roles 1.5 list at least five characteristics of the Development Team. 1 CSM 1.5 list at least five characteristics of the Development Team. Scrum Basics
CSM 2 Knowledge Lean, Agile, and Scrum Scrum Roles 1.2 list at least three rights and five responsibilities of the Product Owner, Development Team and Scrum Master. 1 CSM 1.2 list at least three rights and five responsibilities of the Product Owner, Development Team and Scrum Master. Scrum Basics
CSM 2 Knowledge Lean, Agile, and Scrum Scrum Roles 1.7 state at least two reasons why no one can force the Development Team to work from a different set of requirements than the Product Owner’s. 1 CSM 1.7 state at least two reasons why no one can force the Development Team to work from a different set of requirements than the Product Owner’s. Scrum Basics
CSM 2 Knowledge Lean, Agile, and Scrum Sprint and Increment 1.11 define the outcome of every Sprint and describe at least three reasons why that is important 1 CSM 1.11 define the outcome of every Sprint and describe at least three reasons why that is important Scrum Basics
CSM 2 Knowledge Scrum Master Core Competencies Coaching 2.4 list at least three different challenges facing a self-organizing team. 1 CSM 2.4 list at least three different challenges facing a self-organizing team. Scrum Basics
CSM 2 Knowledge Scrum Master Core Competencies Coaching 2.3 state a distinction among facilitating, teaching, mentoring, and coaching 1 CSM 2.3 state a distinction among facilitating, teaching, mentoring, and coaching Scrum Basics
CSM 2 Knowledge Scrum Master Core Competencies Facilitation 2.1 list at least three ways the Scrum Master could facilitate for the Scrum Team. 1 CSM 2.1 list at least three ways the Scrum Master could facilitate for the Scrum Team. Scrum Basics
CSM 2 Knowledge Service to the Development Team Scrum Master as Servant-Leader 3.1 define servant-leadership 1 CSM 3.1 define servant-leadership Scrum Basics
CSM 2 Knowledge Service to the Development Team Scrum Master as Servant-Leader 3.2 describe three scenarios where the Scrum Master acts as the servant-leader for the Development Team. 1 CSM 3.2 describe three scenarios where the Scrum Master acts as the servant-leader for the Development Team. Scrum Basics
CSM 2 Knowledge Service to the Development Team Scrum Master as Servant-Leader 3.3 discuss at least one scenario in which the Scrum Master, acting as a servant-leader, improved at least one aspect of the Development Team. 1 CSM 3.3 discuss at least one scenario in which the Scrum Master, acting as a servant-leader, improved at least one aspect of the Development Team. Scrum Basics
CSM 2 Knowledge Service to the Development Team Value of Development Practices 3.5 define technical debt and explain the impact of accumulating technical debt. 1 CSM 3.5 define technical debt and explain the impact of accumulating technical debt. Scrum Basics
CSM 2 Knowledge Service to the Development Team Value of Development Practices 3.6 list at least five development practices that will help Scrum Teams deliver a high-quality product Increment and reduce technical debt each Sprint. 1 CSM 3.6 list at least five development practices that will help Scrum Teams deliver a high-quality product Increment and reduce technical debt each Sprint. Scrum Basics
CSM 2 Knowledge Service to the Development Team Value of Development Practices 3.7 list at least three ways development practices may impact the Development Team’s ability to deliver a potentially releasable Increment each Sprint. 1 CSM 3.7 list at least three ways development practices may impact the Development Team’s ability to deliver a potentially releasable Increment each Sprint. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Daily Scrum 1.15 discuss at least three ways the Daily Scrum differs from a status meeting and why the various constraints exist to support the Development Team. 2 CSM 1.15 discuss at least three ways the Daily Scrum differs from a status meeting and why the various constraints exist to support the Development Team. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Daily Scrum 1.16 identify at least three possible structures the Development Team could use to run the Daily Scrum within the time-box. 2 CSM 1.16 identify at least three possible structures the Development Team could use to run the Daily Scrum within the time-box. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Definition of “Done” 1.26 describe at least three opportunities where the Scrum Team might adapt their definition of “Done” to meet new insights or circumstances. 2 CSM 1.26 describe at least three opportunities where the Scrum Team might adapt their definition of “Done” to meet new insights or circumstances. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Definition of “Done” 1.27 explain the importance of a strong definition of “Done” and describe at least two risks associated with a weaker definition of “Done.” 2 CSM 1.27 explain the importance of a strong definition of “Done” and describe at least two risks associated with a weaker definition of “Done.” Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Definition of “Done” 1.25 identify at least two reasons why multiple teams working on the same Product Backlog must have a shared and consistent definition of “Done.” 2 CSM 1.25 identify at least two reasons why multiple teams working on the same Product Backlog must have a shared and consistent definition of “Done.” Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Product Backlog 1.20 describe at least two responsibilities of the Development Team, Product Owner, and Scrum Master in the development and maintenance of the Product Backlog. 2 CSM 1.20 describe at least two responsibilities of the Development Team, Product Owner, and Scrum Master in the development and maintenance of the Product Backlog. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Product Backlog 1.21 identify at least three essential characteristics of the Product Backlog. 2 CSM 1.21 identify at least three essential characteristics of the Product Backlog. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Scrum Events and Artifact Transparency 1.9 describe at least three responsibilities for the Development Team, Product Owner, and Scrum Master during Sprint Planning, Daily Scrum, Sprint Review, and Retrospective. 2 CSM 1.9 describe at least three responsibilities for the Development Team, Product Owner, and Scrum Master during Sprint Planning, Daily Scrum, Sprint Review, and Retrospective. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Scrum Events and Artifact Transparency 1.8 give one example of how a Scrum Team will inspect and adapt and increase transparency at each of the Scrum events. 2 CSM 1.8 give one example of how a Scrum Team will inspect and adapt and increase transparency at each of the Scrum events. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Scrum Roles 1.3 discuss at least two reasons why the Product Owner is a single person and not a group or a committee. 2 CSM 1.3 discuss at least two reasons why the Product Owner is a single person and not a group or a committee. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Scrum Roles 1.4 discuss how and why the Product Owner maintains authority over the product while working collaboratively with the Development Team and stakeholders to gather their ideas, feedback, and input. 2 CSM 1.4 discuss how and why the Product Owner maintains authority over the product while working collaboratively with the Development Team and stakeholders to gather their ideas, feedback, and input. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Scrum Roles 1.6 identify at least three negative consequences that arise when the Development Team consists of fewer than three or more than nine people. 2 CSM 1.6 identify at least three negative consequences that arise when the Development Team consists of fewer than three or more than nine people. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Scrum Theory 1.1 describe how the values of Scrum - focus, courage, commitment, openness, and respect - are present in a specific Scrum event, artifact, or role. 2 CSM 1.1 describe how the values of Scrum - focus, courage, commitment, openness, and respect - are present in a specific Scrum event, artifact, or role. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Sprint and Increment 1.10 describe at least two reasons why the Sprint goal does not change during a Sprint 2 CSM 1.10 describe at least two reasons why the Sprint goal does not change during a Sprint Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Sprint and Increment 1.12 discuss at least three reasons why the Increment must be brought to the current definition of “Done” regardless of whether the Product Owner chooses to release the Increment. 2 CSM 1.12 discuss at least three reasons why the Increment must be brought to the current definition of “Done” regardless of whether the Product Owner chooses to release the Increment. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Sprint Backlog 1.24 explain how the Sprint Backlog can be changed, who can make changes, and the limits of these changes 2 CSM 1.24 explain how the Sprint Backlog can be changed, who can make changes, and the limits of these changes Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Sprint Backlog 1.23 identify at least three essential characteristics of the Sprint Backlog. 2 CSM 1.23 identify at least three essential characteristics of the Sprint Backlog. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Sprint Planning 1.13 discuss the focus of the activities of the Product Owner and Development Team during the two topics of Sprint Planning: the “What” and the “How.” 2 CSM 1.13 discuss the focus of the activities of the Product Owner and Development Team during the two topics of Sprint Planning: the “What” and the “How.” Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Sprint Retrospective 1.19 explain at least three distinct responsibilities for the Scrum Master during the Sprint Retrospective. 2 CSM 1.19 explain at least three distinct responsibilities for the Scrum Master during the Sprint Retrospective. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Sprint Review 1.17 describe at least three of the activities that take place during the Sprint Review that pertain to work beyond what has been completed in the Sprint 2 CSM 1.17 describe at least three of the activities that take place during the Sprint Review that pertain to work beyond what has been completed in the Sprint. Scrum Basics
CSM 2 Comprehension Lean, Agile, and Scrum Sprint Review 1.18 identify at least three potential outcomes for a Sprint Review 2 CSM 1.18 identify at least three potential outcomes for a Sprint Review. Scrum Basics
CSM 2 Comprehension Service to the Development Team Scrum Master as Servant-Leader 3.4 identify possible violations of Scrum by a Product Owner or stakeholder who is applying excessive time pressure and illustrate how to address them. 2 CSM 3.4 identify possible violations of Scrum by a Product Owner or stakeholder who is applying excessive time pressure and illustrate how to address them. Scrum Basics
CSM 2 Comprehension Service to the Organization Coaching the Organization 5.3 describe at least one example of a major organizational design change implied by implementing Scrum. 2 CSM 5.3 describe at least one example of a major organizational design change implied by implementing Scrum. Scrum Basics
CSM 2 Comprehension Service to the Organization Coaching the Organization 5.6 describe at least two benefits that could be lost if Scrum is only partially implemented. 2 CSM 5.6 describe at least two benefits that could be lost if Scrum is only partially implemented. Scrum Basics
CSM 2 Comprehension Service to the Organization Coaching the Organization 5.5 describe at least two stakeholder behaviors that support the Scrum Team’s success and at least two behaviors that do not support the Scrum Team’s success. 2 CSM 5.5 describe at least two stakeholder behaviors that support the Scrum Team’s success and at least two behaviors that do not support the Scrum Team’s success. Scrum Basics
CSM 2 Comprehension Service to the Organization Coaching the Organization 5.4 discuss why Scrum does not have a project manager and what happens to traditional project management activities. 2 CSM 5.4 discuss why Scrum does not have a project manager and what happens to traditional project management activities. Scrum Basics
CSM 2 Comprehension Service to the Organization Impediment Removal 5.2 discuss at least three common organizational impediments outside the scope of a team that can affect the effectiveness of Scrum Teams. 2 CSM 5.2 discuss at least three common organizational impediments outside the scope of a team that can affect the effectiveness of Scrum Teams. Scrum Basics
CSM 2 Comprehension Service to the Organization Impediment Removal 5.1 discuss at least two ways that the Scrum Master assists the Scrum Team with responding to impediments. 2 CSM 5.1 discuss at least two ways that the Scrum Master assists the Scrum Team with responding to impediments. Scrum Basics
CSM 2 Comprehension Service to the Product Owner Coaching the Product Owner 4.2 explain at least three ways the Scrum Master could support the Product Owner. 2 CSM 4.2 explain at least three ways the Scrum Master could support the Product Owner. Scrum Basics
CSM 2 Comprehension Service to the Product Owner Coaching the Product Owner 4.1 identify at least three collaboration techniques that a Product Owner can use to work with the Development Team or stakeholders. 2 CSM 4.1 identify at least three collaboration techniques that a Product Owner can use to work with the Development Team or stakeholders. Scrum Basics
CSM 2 Application Lean, Agile, and Scrum Sprint Planning 1.14 practice writing a Sprint Goal and identify at least two benefits of having a Sprint Goal. 3 CSM 1.14 practice writing a Sprint Goal and identify at least two benefits of having a Sprint Goal. Scrum Basics
CSM 2 Application Scrum Master Core Competencies Coaching 2.5 practice the implementation of at least one Retrospective technique that could help to resolve a challenge faced by a self-organizing team. 3 CSM 2.5 practice the implementation of at least one Retrospective technique that could help to resolve a challenge faced by a self-organizing team. Scrum Basics
CSM 2 Application Scrum Master Core Competencies Facilitation 2.2 demonstrate at least three techniques for facilitating group decision making. 3 CSM 2.2 demonstrate at least three techniques for facilitating group decision making. Scrum Basics
ACSM 3 Knowledge Service to the Organization Resolving Impediments 5.2 list at least three techniques to evaluate impediments in depth and describe when they might not be working. 1 ACSM 5.2 list at least three techniques to evaluate impediments in depth and describe when they might not be working. Scrum Intermediate
ACSM 3 Knowledge Service to the Product Owner Coaching the Product Owner 4.5 list at least three benefits that arise if a Product Owner participates in the Retrospective. 1 ACSM 4.5 list at least three benefits that arise if a Product Owner participates in the Retrospective. Scrum Intermediate
ACSM 3 Comprehension Lean, Agile, and Scrum Agile and Lean Values, Principles, and Worldview 1.3 describe at least two other Lean/Agile development frameworks outside of Scrum and explain their value. 2 ACSM 1.3 describe at least two other Lean/Agile development frameworks outside of Scrum and explain their value. Scrum Intermediate
ACSM 3 Comprehension Lean, Agile, and Scrum Agile and Lean Values, Principles, and Worldview 1.4 discuss a scenario, based upon your personal experience, where there has been a violation of Agile principles, and demonstrate how it may be rectified and/or addressed by the Scrum Master. 2 ACSM 1.4 discuss a scenario, based upon your personal experience, where there has been a violation of Agile principles, and demonstrate how it may be rectified and/or addressed by the Scrum Master. Scrum Intermediate
ACSM 3 Comprehension Lean, Agile, and Scrum Agile and Lean Values, Principles, and Worldview 1.2 outline the historical development of Scrum and Agile. 2 ACSM 1.2 outline the historical development of Scrum and Agile. Scrum Intermediate
ACSM 3 Comprehension Lean, Agile, and Scrum Emprical Process Control 1.6 give at least two examples of inspect and adapt for each of the Scrum events. 2 ACSM 1.6 give at least two examples of inspect and adapt for each of the Scrum events. Scrum Intermediate
ACSM 3 Comprehension Scrum Master Core Competencies Facilitation 2.3 describe at least five facilitative listening techniques for effective meetings/events and apply at least two of them. 2 ACSM 2.3 describe at least five facilitative listening techniques for effective meetings/events and apply at least two of them. Scrum Intermediate
ACSM 3 Comprehension Scrum Master Core Competencies Facilitation 2.4 describe, using at least two concrete examples, when the Scrum Master should not act as the facilitator for the Scrum Team. 2 ACSM 2.4 describe, using at least two concrete examples, when the Scrum Master should not act as the facilitator for the Scrum Team. Scrum Intermediate
ACSM 3 Comprehension Scrum Master Core Competencies Facilitation 2.2 identify at least three challenges of integrating multiple frames of reference. 2 ACSM 2.2 identify at least three challenges of integrating multiple frames of reference. Scrum Intermediate
ACSM 3 Comprehension Scrum Master Core Competencies Facilitation 2.1 identify at least three indicators for a group engaged in divergent thinking and at least three indicators for a group engaged in convergent thinking. 2 ACSM 2.1 identify at least three indicators for a group engaged in divergent thinking and at least three indicators for a group engaged in convergent thinking. Scrum Intermediate
ACSM 3 Comprehension Scrum Master Core Competencies Facilitation 2.6 outline at least three obstacles to clear communication and debate their impacts on both the sender and receiver. 2 ACSM 2.6 outline at least three obstacles to clear communication and debate their impacts on both the sender and receiver. Scrum Intermediate
ACSM 3 Comprehension Scrum Master Core Competencies Training 2.10 explain Scrum and its benefits to a business stakeholder. 2 ACSM 2.10 explain Scrum and its benefits to a business stakeholder. Scrum Intermediate
ACSM 3 Comprehension Scrum Mastery Personal Development 6.3 describe at least three characteristics of destructive conflict. 2 ACSM 6.3 describe at least three characteristics of destructive conflict. Scrum Intermediate
ACSM 3 Comprehension Scrum Mastery Servant-Leadership 6.5 express at least three attributes of an effective servant-leader and describe at least two goals they might have. 2 ACSM 6.5 express at least three attributes of an effective servant-leader and describe at least two goals they might have. Scrum Intermediate
ACSM 3 Comprehension Service to the Development Team Definition of “Done” 3.10 describe how a Definition of Done could be formulated for a non-software product (e.g., insurance tariff, hardware, event). 2 ACSM 3.10 describe how a Definition of Done could be formulated for a non-software product (e.g., insurance tariff, hardware, event). Scrum Intermediate
ACSM 3 Comprehension Service to the Development Team Self-Organization 3.2 describe how a self-organizing team approaches at least three challenges. 2 ACSM 3.2 describe how a self-organizing team approaches at least three challenges. Scrum Intermediate
ACSM 3 Comprehension Service to the Development Team Team Dynamics 3.7 describe at least one multi-stage model for team formation and development. 2 ACSM 3.7 describe at least one multi-stage model for team formation and development. Scrum Intermediate
ACSM 3 Comprehension Service to the Development Team Team Dynamics 3.4 explain the difference between a working group and a team. 2 ACSM 3.4 explain the difference between a working group and a team. Scrum Intermediate
ACSM 3 Comprehension Service to the Development Team Team Dynamics 3.5 identify at least three attributes of effective Agile teams and identify at least two pitfalls of a homogeneous team. 2 ACSM 3.5 identify at least three attributes of effective Agile teams and identify at least two pitfalls of a homogeneous team. Scrum Intermediate
ACSM 3 Comprehension Service to the Development Team Value of Development Practices 3.12 explain at least three ways development practices may impact the Development Team’s ability to deliver a potentially releasable Increment each Sprint. 2 ACSM 3.12 explain at least three ways development practices may impact the Development Team’s ability to deliver a potentially releasable Increment each Sprint. Scrum Intermediate
ACSM 3 Comprehension Service to the Development Team Value of Development Practices 3.11 identify at least three development practices that are highly beneficial in a multiple team environment. 2 ACSM 3.11 identify at least three development practices that are highly beneficial in a multiple team environment. Scrum Intermediate
ACSM 3 Comprehension Service to the Organization Resolving Impediments 5.1 identify at least three typical impediments for a Scrum Team and describe at least one way to address one of them. 2 ACSM 5.1 identify at least three typical impediments for a Scrum Team and describe at least one way to address one of them. Scrum Intermediate
ACSM 3 Comprehension Service to the Organization Scaling Scrum 5.5 describe at least two reasons why an organization might decide not to scale. 2 ACSM 5.5 describe at least two reasons why an organization might decide not to scale. Scrum Intermediate
ACSM 3 Comprehension Service to the Organization Scaling Scrum 5.6 identify at least three techniques for visualizing, managing, or reducing dependencies. 2 ACSM 5.6 identify at least three techniques for visualizing, managing, or reducing dependencies. Scrum Intermediate
ACSM 3 Comprehension Service to the Organization Scaling Scrum 5.4 recognize at least two different scaling frameworks or approaches. 2 ACSM 5.4 recognize at least two different scaling frameworks or approaches. Scrum Intermediate
ACSM 3 Comprehension Service to the Product Owner Coaching the Product Owner 4.2 explain at least two techniques for moving from a product vision to a Product Backlog. 2 ACSM 4.2 explain at least two techniques for moving from a product vision to a Product Backlog. Scrum Intermediate
ACSM 3 Comprehension Service to the Product Owner Coaching the Product Owner 4.4 explain at least two techniques that could be used to create Product Backlog items that are “ready” for Sprint Planning. 2 ACSM 4.4 explain at least two techniques that could be used to create Product Backlog items that are “ready” for Sprint Planning. Scrum Intermediate
ACSM 3 Application Lean, Agile, and Scrum Agile and Lean Values, Principles, and Worldview 1.1 demonstrate how the values and principles of the Agile Manifesto are present in Scrum. 3 ACSM 1.1 demonstrate how the values and principles of the Agile Manifesto are present in Scrum. Scrum Intermediate
ACSM 3 Application Scrum Master Core Competencies Coaching 2.9 apply at least three coaching techniques with team members, Product Owners and/or stakeholders, and describe how the coaching technique impacted each interaction. 3 ACSM 2.9 apply at least three coaching techniques with team members, Product Owners and/or stakeholders, and describe how the coaching technique impacted each interaction. Scrum Intermediate
ACSM 3 Application Scrum Master Core Competencies Coaching 2.8 demonstrate at least one coaching stance in an interaction with one or more individuals and describe how that coaching stance impacted the interaction. 3 ACSM 2.8 demonstrate at least one coaching stance in an interaction with one or more individuals and describe how that coaching stance impacted the interaction. Scrum Intermediate
ACSM 3 Application Service to the Development Team Definition of “Done” 3.9 apply at least two techniques that could be employed to encourage the Scrum Team to improve how they describe “Done.” 3 ACSM 3.9 apply at least two techniques that could be employed to encourage the Scrum Team to improve how they describe “Done.” Scrum Intermediate
ACSM 3 Application Service to the Development Team Self-Organization 3.3 apply a countermeasure to reduce the impact of at least one challenge facing a self-organizing team. 3 ACSM 3.3 apply a countermeasure to reduce the impact of at least one challenge facing a self-organizing team. Scrum Intermediate
ACSM 3 Application Service to the Development Team Self-Organization 3.1 apply at least two techniques to foster greater self-organization within teams. 3 ACSM 3.1 apply at least two techniques to foster greater self-organization within teams. Scrum Intermediate
ACSM 3 Application Service to the Development Team Team Dynamics 3.6 apply at least two methods for improving team performance. 3 ACSM 3.6 apply at least two methods for improving team performance. Scrum Intermediate
ACSM 3 Application Service to the Organization Organizational Change 5.7 apply at least two techniques to help Scrum Teams be more productive. 3 ACSM 5.7 apply at least two techniques to help Scrum Teams be more productive. Scrum Intermediate
ACSM 3 Application Service to the Product Owner Coaching the Product Owner 4.1 practice facilitating the creation or refinement of the product vision between the Product Owner and the Development Team. 3 ACSM 4.1 practice facilitating the creation or refinement of the product vision between the Product Owner and the Development Team. Scrum Intermediate
ACSM 3 Analysis Scrum Mastery Personal Development 6.2 analyze your own fundamental driving factors. 4 ACSM 6.2 analyze your own fundamental driving factors. Scrum Intermediate
ACSM 3 Analysis Scrum Mastery Servant-Leadership 6.6 practice resolving at least one organizational impediment while demonstrating attributes of a Servant-Leader. 4 ACSM 6.6 practice resolving at least one organizational impediment while demonstrating attributes of a Servant-Leader. Scrum Intermediate
ACSM 3 Analysis Service to the Organization Resolving Impediments 5.3 analyze at least one impediment and identify a root cause(s) and/or underlying issue(s). 4 ACSM 5.3 analyze at least one impediment and identify a root cause(s) and/or underlying issue(s). Scrum Intermediate
ACSM 3 Synthesis Scrum Master Core Competencies Facilitation 2.7 create at least three working agreements to foster clear communication in a collaborative meeting and describe how the working agreements impacted the interaction. 5 ACSM 2.7 create at least three working agreements to foster clear communication in a collaborative meeting and describe how the working agreements impacted the interaction. Scrum Intermediate
ACSM 3 Synthesis Scrum Master Core Competencies Facilitation 2.5 plan the contents and an agenda for at least two collaborative meetings and demonstrate the facilitation of these meetings. 5 ACSM 2.5 plan the contents and an agenda for at least two collaborative meetings and demonstrate the facilitation of these meetings. Scrum Intermediate
ACSM 3 Synthesis Service to the Development Team Definition of “Done” 3.8 organize and facilitate the creation of a definition of “Done” with the Product Owner and Development Team. 5 ACSM 3.8 organize and facilitate the creation of a definition of “Done” with the Product Owner and Development Team. Scrum Intermediate
ACSM 3 Synthesis Service to the Product Owner Coaching the Product Owner 4.3 organize and facilitate a Product Backlog refinement session with stakeholders and/or team members. 5 ACSM 4.3 organize and facilitate a Product Backlog refinement session with stakeholders and/or team members. Scrum Intermediate
ACSM 3 Evaluation Lean, Agile, and Scrum Agile and Lean Values, Principles, and Worldview 1.5 debate at least five personality traits of an excellent Scrum Master. 6 ACSM 1.5 debate at least five personality traits of an excellent Scrum Master. Scrum Intermediate
ACSM 3 Evaluation Lean, Agile, and Scrum Emprical Process Control 1.7 evaluate at least three situations when transparency, inspection, and adaptation are not working effectively. 6 ACSM 1.7 evaluate at least three situations when transparency, inspection, and adaptation are not working effectively. Scrum Intermediate
ACSM 3 Evaluation Scrum Mastery Personal Development 6.4 compare at least three different ways to respond to conflict, and reflect on your default pattern(s) for responding to conflict. 6 ACSM 6.4 compare at least three different ways to respond to conflict, and reflect on your default pattern(s) for responding to conflict. Scrum Intermediate
ACSM 3 Evaluation Scrum Mastery Personal Development 6.1 evaluate your personal fulfillment of the five Scrum values and identify how you could improve upon at least two of them. 6 ACSM 6.1 evaluate your personal fulfillment of the five Scrum values and identify how you could improve upon at least two of them. Scrum Intermediate
CSPSM 4 Knowledge Lean, Agile, and Scrum Lean Thinking 1.2 define a kaizen mindset. 1 CSPSM 1.2 define a kaizen mindset.
CSPSM 4 Knowledge Scrum Master Core Competencies Coaching 2.7 list at least three fundamental psychological concepts that help understand and transform individual behavior. 1 CSPSM 2.7 list at least three fundamental psychological concepts that help understand and transform individual behavior.
CSPSM 4 Knowledge Service to the Development Team Software Craftsmanship 3.7 define software craftsmanship. 1 CSPSM 3.7 define software craftsmanship.
CSPSM 4 Knowledge Service to the Development Team Starting New Scrum Teams 3.4 outline at least three elements to position a new Scrum Team for success. 1 CSPSM 3.4 outline at least three elements to position a new Scrum Team for success.
CSPSM 4 Comprehension Lean, Agile, and Scrum Lean Thinking 1.1 describe the roots of Lean Thinking. 2 CSPSM 1.1 describe the roots of Lean Thinking.
CSPSM 4 Comprehension Lean, Agile, and Scrum Lean Thinking 1.4 explain the five core concepts of Lean Thinking and how they can be applied to Scrum. 2 CSPSM 1.4 explain the five core concepts of Lean Thinking and how they can be applied to Scrum.
CSPSM 4 Comprehension Scrum Master Core Competencies Coaching 2.5 describe at least five elements of a fundamental coaching agreement. 2 CSPSM 2.5 describe at least five elements of a fundamental coaching agreement.
CSPSM 4 Comprehension Scrum Master Core Competencies Coaching 2.6 discuss the importance of at least two fundamental coaching assumptions. 2 CSPSM 2.6 discuss the importance of at least two fundamental coaching assumptions.
CSPSM 4 Comprehension Scrum Master Core Competencies Facilitation 2.2 identify at least one action the facilitator can perform to support meeting participants during divergent thinking, integration, convergent thinking, and closure that will support the development of an inclusive solution. 2 CSPSM 2.2 identify at least one action the facilitator can perform to support meeting participants during divergent thinking, integration, convergent thinking, and closure that will support the development of an inclusive solution.
CSPSM 4 Comprehension Scrum Master Core Competencies Facilitation 2.4 identify at least three practices for facilitating remote meetings. 2 CSPSM 2.4 identify at least three practices for facilitating remote meetings.
CSPSM 4 Comprehension Service to the Development Team Software Craftsmanship 3.8 describe the acceptance criteria for a Product Backlog item using a format suitable for automated testing. 2 CSPSM 3.8 describe the acceptance criteria for a Product Backlog item using a format suitable for automated testing.
CSPSM 4 Comprehension Service to the Development Team Starting New Scrum Teams 3.5 describe at least three responsibilities each for leadership, Product Owner, and Development Team members when starting a new Scrum Team. 2 CSPSM 3.5 describe at least three responsibilities each for leadership, Product Owner, and Development Team members when starting a new Scrum Team.
CSPSM 4 Comprehension Service to the Development Team Starting New Scrum Teams 3.3 explain at least three reasons why the start of a new Scrum Team should be handled differently from a traditional project kickoff or charter. 2 CSPSM 3.3 explain at least three reasons why the start of a new Scrum Team should be handled differently from a traditional project kickoff or charter.
CSPSM 4 Comprehension Service to the Organization Organizational Development 5.4 describe at least two frameworks for catalyzing organizational change. 2 CSPSM 5.4 describe at least two frameworks for catalyzing organizational change.
CSPSM 4 Comprehension Service to the Organization Organizational Development 5.3 describe at least two systematic methods for helping organizations improve their Scrum adoption. 2 CSPSM 5.3 describe at least two systematic methods for helping organizations improve their Scrum adoption.
CSPSM 4 Comprehension Service to the Organization Organizational Development 5.1 describe the nature of complex systems. 2 CSPSM 5.1 describe the nature of complex systems.
CSPSM 4 Comprehension Service to the Organization Organizational Development 5.5 describe your approach to a complex intervention that addresses the root cause(s) of an organizational dysfunction and analyze the long-term impact. 2 CSPSM 5.5 describe your approach to a complex intervention that addresses the root cause(s) of an organizational dysfunction and analyze the long-term impact.
CSPSM 4 Comprehension Service to the Organization Organizational Development 5.2 explain the importance of taking a systemic view. 2 CSPSM 5.2 explain the importance of taking a systemic view.
CSPSM 4 Comprehension Service to the Organization Organizational Development 5.7 identify at least three ways the cultural change from a command-and-control to an Agile mindset added value to the Development Team, Product Owner, and eventual product. 2 CSPSM 5.7 identify at least three ways the cultural change from a command-and-control to an Agile mindset added value to the Development Team, Product Owner, and eventual product.
CSPSM 4 Comprehension Service to the Organization Scaling Scrum 5.10 describe at least five techniques to improve inter-team collaboration and experiment with at least two of them. 2 CSPSM 5.10 describe at least five techniques to improve inter-team collaboration and experiment with at least two of them.
CSPSM 4 Comprehension Service to the Organization Scaling Scrum 5.8 describe at least one organizational design that enables multiple-team Scrum. 2 CSPSM 5.8 describe at least one organizational design that enables multiple-team Scrum.
CSPSM 4 Comprehension Service to the Organization Scaling Scrum 5.11 explain at least three benefits of supporting strong development practices when working with multiple teams. 2 CSPSM 5.11 explain at least three benefits of supporting strong development practices when working with multiple teams.
CSPSM 4 Application Scrum Master Core Competencies Facilitation 2.3 apply at least five visual facilitation techniques for a collaborative session. 3 CSPSM 2.3 apply at least five visual facilitation techniques for a collaborative session.
CSPSM 4 Application Scrum Mastery Personal Development 6.2 illustrate at least two concrete examples of how you actively applied a Scrum value(s) in your work. 3 CSPSM 6.2 illustrate at least two concrete examples of how you actively applied a Scrum value(s) in your work.
CSPSM 4 Application Service to the Development Team Coaching the Development Team 3.10 demonstrate at least two techniques for raising team accountability. 3 CSPSM 3.10 demonstrate at least two techniques for raising team accountability.
CSPSM 4 Application Service to the Development Team Starting New Scrum Teams 3.6 plan the launch of a new Scrum Team. 3 CSPSM 3.6 plan the launch of a new Scrum Team.
CSPSM 4 Application Service to the Development Team Team Dynamics 3.2 apply at least five techniques for improving team effectiveness. 3 CSPSM 3.2 apply at least five techniques for improving team effectiveness.
CSPSM 4 Application Service to the Development Team Team Dynamics 3.1 apply at least two different models for team development and appraise their effectiveness in supporting team growth. 3 CSPSM 3.1 apply at least two different models for team development and appraise their effectiveness in supporting team growth.
CSPSM 4 Application Service to the Organization Organizational Development 5.6 demonstrate at least two tangible examples of how you developed and changed the culture of your team (or organization) from a command-and-control to an Agile mindset. 3 CSPSM 5.6 demonstrate at least two tangible examples of how you developed and changed the culture of your team (or organization) from a command-and-control to an Agile mindset.
CSPSM 4 Application Service to the Product Owner Coaching the Product Owner 4.1 apply at least two techniques for moving from product vision to Product Backlog. 3 CSPSM 4.1 apply at least two techniques for moving from product vision to Product Backlog.
CSPSM 4 Analysis Lean, Agile, and Scrum Lean Thinking 1.3 relate at least five wastes in product development to the seven wastes in Lean manufacturing. 4 CSPSM 1.3 relate at least five wastes in product development to the seven wastes in Lean manufacturing.
CSPSM 4 Analysis Lean, Agile, and Scrum Lean Thinking 1.5 relate at least three Agile development practices to Lean practices. 4 CSPSM 1.5 relate at least three Agile development practices to Lean practices.
CSPSM 4 Analysis Scrum Master Core Competencies Facilitation 2.1 differentiate at least three alternatives to open discussion. 4 CSPSM 2.1 differentiate at least three alternatives to open discussion.
CSPSM 4 Analysis Scrum Mastery Personal Development 6.1 analyze your fulfillment of the five Scrum values. 4 CSPSM 6.1 analyze your fulfillment of the five Scrum values.
CSPSM 4 Analysis Service to the Organization Scaling Scrum 5.9 contrast at least two patterns for scaling the Product Owner role. 4 CSPSM 5.9 contrast at least two patterns for scaling the Product Owner role.
CSPSM 4 Analysis Service to the Organization Scaling Scrum 5.13 differentiate the impact of feature teams versus component teams on the delivery of value 4 CSPSM 5.13 differentiate the impact of feature teams versus component teams on the delivery of value.
CSPSM 4 Synthesis Scrum Master Core Competencies Training develop and practice teaching at least one topic on Scrum or Agile. 5 CSPSM develop and practice teaching at least one topic on Scrum or Agile.
CSPSM 4 Synthesis Service to the Development Team Coaching the Development Team 3.9 create a coaching agreement with the Development Team. 5 CSPSM 3.9 create a coaching agreement with the Development Team.
CSPSM #N/A Synthesis Service to the Organization Scaling Scrum 5.12 organize and facilitate at least one large-scale, participatory meeting format to scale Scrum events. 5 CSPSM 5.12 organize and facilitate at least one large-scale, participatory meeting format to scale Scrum events.
CSPSM #N/A Evaluation Service to the Product Owner Coaching the Product Owner 4.2 appraise at least three criteria that can be used for structuring a complex or multi-team Product Backlog. 6 CSPSM 4.2 appraise at least three criteria that can be used for structuring a complex or multi-team Product Backlog.
CSPO 2 Comprehension Product Owner Core Competencies Fundamentals of the Product Owner Role 1.1 describe at least three distinct responsibilities of the Product Owner and at least two benefits of mastering the role. 2 CSPO 1.1 describe at least three distinct responsibilities of the Product Owner and at least two benefits of mastering the role.
CSPO 2 Comprehension Product Owner Core Competencies Fundamentals of the Product Owner Role 1.2 identify the impact on a Scrum Team and organization of at least three anti-patterns that might exist for Product Owners. 2 CSPO 1.2 identify the impact on a Scrum Team and organization of at least three anti-patterns that might exist for Product Owners.
CSPO 2 Comprehension Product Owner Core Competencies Fundamentals of the Product Owner Role 1.3 discuss at least three types of organizational contexts that affect the approach to the Product Owner role. 2 CSPO 1.3 discuss at least three types of organizational contexts that affect the approach to the Product Owner role.
CSPO Application Product Owner Core Competencies Working with Stakeholders 1.4 use at least one technique to provide transparency to stakeholders on progress toward goals. 3 CSPO 1.4 use at least one technique to provide transparency to stakeholders on progress toward goals.
CSPO Knowledge Product Owner Core Competencies Working with Stakeholders 1.5 list at least three techniques to engage stakeholders to gather information or insights. 1 CSPO 1.5 list at least three techniques to engage stakeholders to gather information or insights.
CSPO Knowledge Product Owner Core Competencies Working with Stakeholders 1.6 list at least three different decision-making approaches a Product Owner might use. 1 CSPO 1.6 list at least three different decision-making approaches a Product Owner might use.
CSPO Comprehension Product Owner Core Competencies Working with Stakeholders 1.7 discuss at least two situations where the Product Owner might act as a neutral facilitator and when they might use a different engagement approach. 2 CSPO 1.7 discuss at least two situations where the Product Owner might act as a neutral facilitator and when they might use a different engagement approach.
CSPO Comprehension Product Owner Core Competencies Working with the Development Team 1.8 describe how the Product Owner collaborates with the Development Team for activities such as defining “Done” and backlog creation, refinement, and ordering. 2 CSPO 1.8 describe how the Product Owner collaborates with the Development Team for activities such as defining “Done” and backlog creation, refinement, and ordering.
CSPO Knowledge Product Owner Core Competencies Product Ownership with Multiple Teams 1.9 list at least three challenges of being a Product Owner with multiple teams. 1 CSPO 1.9 list at least three challenges of being a Product Owner with multiple teams.
CSPO Comprehension Describing Purpose and Strategy Product Strategy 2.1 describe vision and practice the creation of a product vision. 2 CSPO 2.1 describe vision and practice the creation of a product vision.
CSPO Comprehension Describing Purpose and Strategy Product Strategy 2.2 describe strategy and relate it to mission and goals. 2 CSPO 2.2 describe strategy and relate it to mission and goals.
CSPO Comprehension Describing Purpose and Strategy Product Planning and Forecasting 2.3 describe at least three different strategies for the incremental delivery of a product. 2 CSPO 2.3 describe at least three different strategies for the incremental delivery of a product.
CSPO Comprehension Describing Purpose and Strategy Product Planning and Forecasting 2.4 explain at least three techniques to plan product delivery over time. 2 CSPO 2.4 explain at least three techniques to plan product delivery over time.
CSPO Comprehension Understanding Customers and Users Fundamentals of the Product Owner Role 3.1 describe why a Product Owner performs discovery and validation work. 2 CSPO 3.1 describe why a Product Owner performs discovery and validation work.
CSPO Synthesis Understanding Customers and Users Fundamentals of the Product Owner Role 3.2 illustrate at least one approach for segmenting customers and users. 5 CSPO 3.2 illustrate at least one approach for segmenting customers and users.
CSPO Synthesis Understanding Customers and Users Fundamentals of the Product Owner Role 3.3 practice at least one technique to prioritize between conflicting customer (or user) needs. 5 CSPO 3.3 practice at least one technique to prioritize between conflicting customer (or user) needs.
CSPO Comprehension Understanding Customers and Users Fundamentals of the Product Owner Role 3.4 describe at least three aspects of product discovery and identify how each contributes to successful product outcomes. 2 CSPO 3.4 describe at least three aspects of product discovery and identify how each contributes to successful product outcomes.
CSPO Synthesis Understanding Customers and Users Fundamentals of the Product Owner Role 3.5 use one technique to describe users and customers, their jobs, activities, pains, and gains. 5 CSPO 3.5 use one technique to describe users and customers, their jobs, activities, pains, and gains.
CSPO Knowledge Understanding Customers and Users Fundamentals of the Product Owner Role 3.6 list at least three ways to connect the Development Team directly to customers and users, and describe at least three benefits of Development Team direct interactions. 1 CSPO 3.6 list at least three ways to connect the Development Team directly to customers and users, and describe at least three benefits of Development Team direct interactions.
CSPO Comprehension Validating Product Assumptions Fundamentals of the Product Owner Role 4.1 describe how Scrum supports validating product assumptions. 2 CSPO 4.1 describe how Scrum supports validating product assumptions.
CSPO Knowledge Validating Product Assumptions Fundamentals of the Product Owner Role 4.2 list at least three approaches to validating assumptions by their cost and the quality of learning. 1 CSPO 4.2 list at least three approaches to validating assumptions by their cost and the quality of learning.
CSPO Comprehension Validating Product Assumptions Fundamentals of the Product Owner Role 4.3 describe at least one approach to choosing which assumption should be validated first. 2 CSPO 4.3 describe at least one approach to choosing which assumption should be validated first.
CSPO Comprehension Working With The Product Backlog Differentiating Outcome and Output 5.1 describe the relationship between outcome and output. 2 CSPO 5.1 describe the relationship between outcome and output.
CSPO Comprehension Working With The Product Backlog Differentiating Outcome and Output 5.2 describe at least three attributes of a Product Backlog item that help assess maximizing outcome. 2 CSPO 5.2 describe at least three attributes of a Product Backlog item that help assess maximizing outcome.
CSPO Knowledge Working With The Product Backlog Defining Value 5.3 define value and list at least two techniques to measure value. 1 CSPO 5.3 define value and list at least two techniques to measure value.
CSPO Comprehension Working With The Product Backlog Defining Value 5.4 describe value from the perspective of at least three different stakeholder groups. 2 CSPO 5.4 describe value from the perspective of at least three different stakeholder groups.
CSPO Knowledge Working With The Product Backlog Defining Value 5.5 list at least five terms and definitions related to product economics that contribute to financial success. 1 CSPO 5.5 list at least five terms and definitions related to product economics that contribute to financial success.
CSPO Comprehension Working With The Product Backlog Ordering Items 5.6 describe at least three criteria for ordering the Product Backlog. 2 CSPO 5.6 describe at least three criteria for ordering the Product Backlog.
CSPO Comprehension Working With The Product Backlog Creating and Refining Items 5.7 identify at least three sources of Product Backlog items. 2 CSPO 5.7 identify at least three sources of Product Backlog items.
CSPO Comprehension Working With The Product Backlog Creating and Refining Items 5.8 describe at least three techniques for generating new Product Backlog items and create at least one Product Backlog item that includes description of desired outcome and value. 2 CSPO 5.8 describe at least three techniques for generating new Product Backlog items and create at least one Product Backlog item that includes description of desired outcome and value.
CSPO Knowledge Working With The Product Backlog Creating and Refining Items 5.9 list at least three techniques to enhance customer or user contribution to creating Product Backlog items. 1 CSPO 5.9 list at least three techniques to enhance customer or user contribution to creating Product Backlog items.
CSPO Comprehension Working With The Product Backlog Creating and Refining Items 5.10 describe at least one approach to Product Backlog refinement. 2 CSPO 5.10 describe at least one approach to Product Backlog refinement.
CSPO Comprehension Working With The Product Backlog Creating and Refining Items 5.11 recognize the pros and cons of a “just-in-time” approach for Product Backlog refinement vs. an “all-at-once” approach. 2 CSPO 5.11 recognize the pros and cons of a “just-in-time” approach for Product Backlog refinement vs. an “all-at-once” approach.
CSPO Application Working With The Product Backlog Creating and Refining Items 5.12 use at least three tools to communicate the purpose and intent of Product Backlog items to improve the Development Team’s shared understanding. 3 CSPO 5.12 use at least three tools to communicate the purpose and intent of Product Backlog items to improve the Development Team’s shared understanding.
CSPO Comprehension Working With The Product Backlog Creating and Refining Items 5.13 explain at least two approaches to identify small, valuable, and releasable subsets of a big idea or feature. 2 CSPO 5.13 explain at least two approaches to identify small, valuable, and releasable subsets of a big idea or feature.
ACSPO Comprehension Product Owner Core Competencies Examining the Product Owner Role 1.1 analyze the skills, capabilities and practices of a Product Owner to help the organization realize value. 2 ACSPO 1.1 analyze the skills, capabilities and practices of a Product Owner to help the organization realize value.
ACSPO Application Product Owner Core Competencies Examining the Product Owner Role 1.2 illustrate why Scrum and Product Ownership is important. 3 ACSPO 1.2 illustrate why Scrum and Product Ownership is important.
ACSPO Comprehension Product Owner Core Competencies Working with Stakeholders 1.3 identify at least four major stakeholder groups. 2 ACSPO 1.3 identify at least four major stakeholder groups.
ACSPO Comprehension Product Owner Core Competencies Working with Stakeholders 1.4 demonstrate at least three techniques to interact with stakeholders over multiple Sprints. 2 ACSPO 1.4 demonstrate at least three techniques to interact with stakeholders over multiple Sprints.
ACSPO Application Product Owner Core Competencies Working with Stakeholders 1.5 discuss at least three techniques to collaborate with the key stakeholders. 3 ACSPO 1.5 discuss at least three techniques to collaborate with the key stakeholders.
ACSPO Knowledge Product Owner Core Competencies Working with Stakeholders 1.6 using two concrete examples, recognize when the Product Owner should not act as the facilitator for the stakeholders. 1 ACSPO 1.6 using two concrete examples, recognize when the Product Owner should not act as the facilitator for the stakeholders.
ACSPO Comprehension Product Owner Core Competencies Working with Stakeholders 1.7 demonstrate at least three facilitative listening techniques. 2 ACSPO 1.7 demonstrate at least three facilitative listening techniques.
ACSPO Comprehension Product Owner Core Competencies Working with Stakeholders 1.8 list at least three alternatives to open discussion and demonstrate the use of at least one of them. 2 ACSPO 1.8 list at least three alternatives to open discussion and demonstrate the use of at least one of them.
ACSPO Comprehension Product Owner Core Competencies Working with Stakeholders 1.9 identify at least three indicators when a group is engaged in divergent thinking and at least three indicators where a group is engaged in convergent thinking. 2 ACSPO 1.9 identify at least three indicators when a group is engaged in divergent thinking and at least three indicators where a group is engaged in convergent thinking.
ACSPO Comprehension Product Owner Core Competencies Working with Stakeholders 1.10 identify at least three challenges of integrating multiple perspectives. 2 ACSPO 1.10 identify at least three challenges of integrating multiple perspectives.
ACSPO Comprehension Product Owner Core Competencies Working with Stakeholders 1.11 describe at least three ways a group of stakeholders could reach their final decision. 2 ACSPO 1.11 describe at least three ways a group of stakeholders could reach their final decision.
ACSPO Knowledge Product Owner Core Competencies Working with the Development Team 1.12 define technical debt and explain why the Product Owner should be cautious about accumulating technical debt. 1 ACSPO 1.12 define technical debt and explain why the Product Owner should be cautious about accumulating technical debt.
ACSPO Knowledge Product Owner Core Competencies Working with the Development Team 1.13 list at least five development practices that will help Scrum Teams deliver a high-quality product Increment and reduce technical debt each Sprint. 1 ACSPO 1.13 list at least five development practices that will help Scrum Teams deliver a high-quality product Increment and reduce technical debt each Sprint.
ACSPO Knowledge Product Owner Core Competencies Working with the Development Team 1.14 list at least three ways development practices may impact the Product Owner’s ability to maximize business value each Sprint. 1 ACSPO 1.14 list at least three ways development practices may impact the Product Owner’s ability to maximize business value each Sprint.
ACSPO Comprehension Product Owner Core Competencies Product Ownership with Multiple Teams 1.15 recognize at least two different scaling frameworks or approaches. 2 ACSPO 1.15 recognize at least two different scaling frameworks or approaches.
ACSPO Analysis Product Owner Core Competencies Product Ownership with Multiple Teams 1.16 question the benefits of managing dependencies when compared to reducing/ removing dependencies. 4 ACSPO 1.16 question the benefits of managing dependencies when compared to reducing/ removing dependencies.
ACSPO Comprehension Product Owner Core Competencies Product Ownership with Multiple Teams 1.17 describe at least three techniques for visualizing, managing, or reducing dependencies or constraints. 2 ACSPO 1.17 describe at least three techniques for visualizing, managing, or reducing dependencies or constraints.
ACSPO Comprehension Advanced Purpose And Strategy Developing Practical Product Strategies 2.1 discuss a real-world example of how product strategy is operationalized and evolves over time in an Agile organization. 2 ACSPO 2.1 discuss a real-world example of how product strategy is operationalized and evolves over time in an Agile organization.
ACSPO Application Advanced Purpose And Strategy Developing Practical Product Strategies 2.2 practice at least two approaches to identify purpose or define strategy. 3 ACSPO 2.2 practice at least two approaches to identify purpose or define strategy.
ACSPO Synthesis Advanced Purpose And Strategy Advanced Product Planning and Forecasting 2.3 create a product plan or forecast with stakeholders. 5 ACSPO 2.3 create a product plan or forecast with stakeholders.
ACSPO Application Advanced Purpose And Strategy Advanced Product Planning and Forecasting 2.4 demonstrate how to plan a product release. 3 ACSPO 2.4 demonstrate how to plan a product release.
ACSPO Application Empathizing With Customers And Users Customer Research and Product Discovery 3.1 use one technique to connect teams directly to customers and users. 3 ACSPO 3.1 use one technique to connect teams directly to customers and users.
ACSPO Application Empathizing With Customers And Users Customer Research and Product Discovery 3.2 practice at least two techniques of product discovery. 3 ACSPO 3.2 practice at least two techniques of product discovery.
ACSPO Application Empathizing With Customers And Users Customer Research and Product Discovery 3.3 practice at least one technique to visualize and communicate product strategy, product ideas, features, and assumptions. 3 ACSPO 3.3 practice at least one technique to visualize and communicate product strategy, product ideas, features, and assumptions.
ACSPO Knowledge Advanced Product Assumption Validation Advanced Product Assumption Validation 4.1 list two cognitive biases that may impact the Product Owner’s capability to effectively deliver business value. 1 ACSPO 4.1 list two cognitive biases that may impact the Product Owner’s capability to effectively deliver business value.
ACSPO Evaluation Advanced Product Assumption Validation Advanced Product Assumption Validation 4.2 appraise how effectively the Sprint Review is used to inspect and adapt based on the product Increment that was built in the Sprint. 6 ACSPO 4.2 appraise how effectively the Sprint Review is used to inspect and adapt based on the product Increment that was built in the Sprint.
ACSPO Evaluation Advanced Product Assumption Validation Advanced Product Assumption Validation 4.3 compare at least three approaches to validating assumptions by their cost and the quality of learning. 6 ACSPO 4.3 compare at least three approaches to validating assumptions by their cost and the quality of learning.
ACSPO Analysis Advanced Product Assumption Validation Advanced Product Assumption Validation 4.4 experiment with approaches to incorporate validating assumptions into the Scrum framework. 4 ACSPO 4.4 experiment with approaches to incorporate validating assumptions into the Scrum framework.
ACSPO Synthesis Advanced Product Assumption Validation Advanced Product Assumption Validation 4.5 develop hypotheses for a target customer/user segment and create a plan to test one hypothesis. 5 ACSPO 4.5 develop hypotheses for a target customer/user segment and create a plan to test one hypothesis.
ACSPO Comprehension Advanced Techniques For Working With The Product Backlog Differentiating Outcome and Output 5.1 describe one benefit of maximizing outcomes and impact while minimizing output. 2 ACSPO 5.1 describe one benefit of maximizing outcomes and impact while minimizing output.
ACSPO Application Advanced Techniques For Working With The Product Backlog Defining Value 5.2 use at least two techniques to model value and use at least two techniques to measure value. 3 ACSPO 5.2 use at least two techniques to model value and use at least two techniques to measure value.
ACSPO Analysis Advanced Techniques For Working With The Product Backlog Ordering Items 5.3 differentiate at least four techniques to order a Product Backlog. 4 ACSPO 5.3 differentiate at least four techniques to order a Product Backlog.
ACSPO Application Advanced Techniques For Working With The Product Backlog Ordering Items 5.4 apply at least two techniques to organize and filter a Product Backlog to link to product goals or strategy. 3 ACSPO 5.4 apply at least two techniques to organize and filter a Product Backlog to link to product goals or strategy.
ACSPO Analysis Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement 5.5 experiment with at least one technique to generate new Product Backlog items. 4 ACSPO 5.5 experiment with at least one technique to generate new Product Backlog items.
ACSPO Application Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement 5.6 illustrate how the Product Owner can ensure that enough Product Backlog items are “ready” for the upcoming Sprint. 3 ACSPO 5.6 illustrate how the Product Owner can ensure that enough Product Backlog items are “ready” for the upcoming Sprint.
ACSPO Synthesis Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement 5.7 organize and facilitate a session with stakeholders to break down a solution or feature as progressively smaller items that may be completed in Sprints. 5 ACSPO 5.7 organize and facilitate a session with stakeholders to break down a solution or feature as progressively smaller items that may be completed in Sprints.
ACSPO Synthesis Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement 5.8 integrate feedback from at least three sources to generate and order Product Backlog items. 5 ACSPO 5.8 integrate feedback from at least three sources to generate and order Product Backlog items.
ACSPO Evaluation Advanced Techniques For Working With The Product Backlog Advanced Product Backlog Refinement 5.9 assess how to refine the Product Backlog and recognize at least three ways to improve. 6 ACSPO 5.9 assess how to refine the Product Backlog and recognize at least three ways to improve.
CSPPO Evaluation Product Owner Core Competencies Product Owner as Product Champion 1.1 appraise how different organizational designs and structures might impact how a person is selected to be a Product Owner and discuss the ramifications of those choices. 6 CSPPO 1.1 appraise how different organizational designs and structures might impact how a person is selected to be a Product Owner and discuss the ramifications of those choices.
CSPPO Evaluation Product Owner Core Competencies Product Owner as Product Champion 1.2 reflect on the mindset and actions to be successful as a Product Owner. 6 CSPPO 1.2 reflect on the mindset and actions to be successful as a Product Owner.
CSPPO Synthesis Product Owner Core Competencies Product Owner as Product Champion 1.3 propose strategies to fill in missing skills or capabilities the team needs to create successful products. 5 CSPPO 1.3 propose strategies to fill in missing skills or capabilities the team needs to create successful products.
CSPPO Evaluation Product Owner Core Competencies Advanced Stakeholder Discussion 1.4 assess a facilitated session with stakeholders, providing two examples of how to improve a similar session. 6 CSPPO 1.4 assess a facilitated session with stakeholders, providing two examples of how to improve a similar session.
CSPPO Application Product Owner Core Competencies Advanced Stakeholder Discussion 1.5 demonstrate how to facilitate when two stakeholders have different opinions about a topic. 3 CSPPO 1.5 demonstrate how to facilitate when two stakeholders have different opinions about a topic.
CSPPO Evaluation Product Owner Core Competencies Advanced Stakeholder Discussion 1.6 compare at least two techniques for gathering, communicating, and leveraging information from internal and external stakeholders. 6 CSPPO 1.6 compare at least two techniques for gathering, communicating, and leveraging information from internal and external stakeholders.
CSPPO Comprehension Product Owner Core Competencies Launching Scrum Teams 1.7 explain at least three reasons why the start of a new Scrum Team should be handled differently from a traditional project kickoff or charter 2 CSPPO 1.7 explain at least three reasons why the start of a new Scrum Team should be handled differently from a traditional project kickoff or charter
CSPPO Application Product Owner Core Competencies Launching Scrum Teams 1.8 demonstrate the Product Owner’s responsibility to define expectations for quality when the team forms. 3 CSPPO 1.8 demonstrate the Product Owner’s responsibility to define expectations for quality when the team forms.
CSPPO Synthesis Product Owner Core Competencies Launching Scrum Teams 1.9 plan the launch of multiple Scrum Teams working on the same product. 5 CSPPO 1.9 plan the launch of multiple Scrum Teams working on the same product.
CSPPO Application Product Owner Core Competencies Product Ownership with Multiple Teams 1.10 demonstrate at least two methods to support Product Backlog management across multiple teams. 3 CSPPO 1.10 demonstrate at least two methods to support Product Backlog management across multiple teams.
CSPPO Comprehension Product Owner Core Competencies Product Ownership with Multiple Teams 1.11 describe how at least two large-scale participatory meeting formats might be adapted to scale Scrum events. 2 CSPPO 1.11 describe how at least two large-scale participatory meeting formats might be adapted to scale Scrum events.
CSPPO Synthesis Product Owner Core Competencies Product Ownership with Multiple Teams 1.12 organize and facilitate a collaborative session to perform prioritization at scale. 5 CSPPO 1.12 organize and facilitate a collaborative session to perform prioritization at scale.
CSPPO Comprehension Product Owner Core Competencies Product Ownership with Multiple Teams 1.13 describe at least three benefits and drawbacks of feature teams and component teams. 2 CSPPO 1.13 describe at least three benefits and drawbacks of feature teams and component teams.
CSPPO Application Product Owner Core Competencies Training 1.14 teach a topic related to Product Ownership. 3 CSPPO 1.14 teach a topic related to Product Ownership.
CSPPO Evaluation Implementing Purpose And Strategy Market-Driven Product Strategy Practices 2.1 compare and contrast at least three business models for a product. 6 CSPPO 2.1 compare and contrast at least three business models for a product.
CSPPO Synthesis Implementing Purpose And Strategy Market-Driven Product Strategy Practices 2.2 develop a business model for a product idea. 5 CSPPO 2.2 develop a business model for a product idea.
CSPPO Synthesis Implementing Purpose And Strategy Market-Driven Product Strategy Practices 2.3 construct a competitive analysis. 5 CSPPO 2.3 construct a competitive analysis.
CSPPO Analysis Implementing Purpose And Strategy Market-Driven Product Strategy Practices 2.4 calculate the opportunity size of a product or feature. 4 CSPPO 2.4 calculate the opportunity size of a product or feature.
CSPPO Application Implementing Purpose And Strategy Market-Driven Product Strategy Practices 2.5 demonstrate a visual management method to discover product attributes and identify at least two opportunities to improve the product. 3 CSPPO 2.5 demonstrate a visual management method to discover product attributes and identify at least two opportunities to improve the product.
CSPPO Evaluation Implementing Purpose And Strategy Complex Product Planning and Forecasting 2.6 compare at least two techniques to develop a product plan or forecast. 6 CSPPO 2.6 compare at least two techniques to develop a product plan or forecast.
CSPPO Knowledge Implementing Purpose And Strategy Complex Product Planning and Forecasting 2.7 define at least three components of a strategic, multi-team product plan or forecast. 1 CSPPO 2.7 define at least three components of a strategic, multi-team product plan or forecast.
CSPPO Synthesis Implementing Purpose And Strategy Complex Product Planning and Forecasting 2.8 develop a release strategy. 5 CSPPO 2.8 develop a release strategy.
CSPPO Knowledge Implementing Purpose And Strategy Complex Product Planning and Forecasting 2.9 define at least three measurable product launch goals. 1 CSPPO 2.9 define at least three measurable product launch goals.
CSPPO Comprehension Implementing Purpose And Strategy Complex Product Planning and Forecasting 2.10 discuss at least five elements of a product launch plan and how to approach in the context of Scrum. 2 CSPPO 2.10 discuss at least five elements of a product launch plan and how to approach in the context of Scrum.
CSPPO Application Implementing Purpose And Strategy Product Economics 2.11 apply at least two methods to determine the profitability of a product. 3 CSPPO 2.11 apply at least two methods to determine the profitability of a product.
CSPPO Analysis Implementing Purpose And Strategy Product Economics 2.12 calculate the expected outcome or economic results of a product release given fixed and variable costs and forecasted return. 4 CSPPO 2.12 calculate the expected outcome or economic results of a product release given fixed and variable costs and forecasted return.
CSPPO Comprehension Implementing Purpose And Strategy Product Economics 2.13 explain an iterative and incremental investment model for product development. 2 CSPPO 2.13 explain an iterative and incremental investment model for product development.
CSPPO Application Implementing Purpose And Strategy Product Economics 2.14 demonstrate at least three ways how return on investment can be improved. 3 CSPPO 2.14 demonstrate at least three ways how return on investment can be improved.
CSPPO Analysis Implementing Purpose And Strategy Product Economics 2.15 calculate the cost of delay for a product feature. 4 CSPPO 2.15 calculate the cost of delay for a product feature.
CSPPO Evaluation Implementing Purpose And Strategy Product Economics 2.16 compare at least two approaches to fund Agile product development. 6 CSPPO 2.16 compare at least two approaches to fund Agile product development.
CSPPO Synthesis Advanced Interactions With Customers And Users Advanced Customer Research and Product Discovery 3.1 prepare a plan for customer development. 5 CSPPO 3.1 prepare a plan for customer development.
CSPPO Application Advanced Interactions With Customers And Users Advanced Customer Research and Product Discovery 3.2 demonstrate at least one approach to integrate customer development into product development. 3 CSPPO 3.2 demonstrate at least one approach to integrate customer development into product development.
CSPPO Evaluation Advanced Interactions With Customers And Users Advanced Customer Research and Product Discovery 3.3 evaluate the fitness of at least three techniques for customer research on product discovery. 6 CSPPO 3.3 evaluate the fitness of at least three techniques for customer research on product discovery.
CSPPO Evaluation Complex Product Assumption Validation Complex Product Assumption Validation 4.1 select, run, and report on an experiment for a product assumption hypothesis. 6 CSPPO 4.1 select, run, and report on an experiment for a product assumption hypothesis.
CSPPO Synthesis Complex Product Assumption Validation Complex Product Assumption Validation 4.2 revise a plan to validate product assumptions based on the results of previous experiments. 5 CSPPO 4.2 revise a plan to validate product assumptions based on the results of previous experiments.
CSPPO Evaluation Advanced Product Backlog Management Differentiating Outcome and Output 5.1 assess how teams and/or organizations emphasize outcomes over output. 6 CSPPO 5.1 assess how teams and/or organizations emphasize outcomes over output.
CSPPO Evaluation Advanced Product Backlog Management Defining Value 5.2 weigh the relative importance of at least three different value types and defend which would be preferred for a given product idea at a given point in its lifecycle. 6 CSPPO 5.2 weigh the relative importance of at least three different value types and defend which would be preferred for a given product idea at a given point in its lifecycle.
CSPPO Evaluation Advanced Product Backlog Management Ordering Items 5.3 compare the benefits of at least three techniques to inform Product Backlog ordering, and apply one. 6 CSPPO 5.3 compare the benefits of at least three techniques to inform Product Backlog ordering, and apply one.
CSPPO Evaluation Advanced Product Backlog Management Ordering Items 5.4 defend the order of a Product Backlog with one or more stakeholders. 6 CSPPO 5.4 defend the order of a Product Backlog with one or more stakeholders.
CSPPO Analysis Advanced Product Backlog Management Refining Items to Deliver Customer Value Quickly 5.5 analyze a team’s use of Product Backlog refinement. 4 CSPPO 5.5 analyze a team’s use of Product Backlog refinement.
CSPPO Evaluation Advanced Product Backlog Management Refining Items to Deliver Customer Value Quickly 5.6 assess the ability to engage customers or users to refine the Product Backlog and recognize at least three ways to improve. 6 CSPPO 5.6 assess the ability to engage customers or users to refine the Product Backlog and recognize at least three ways to improve.


Level Depth of Expertise Expected After Mentoring Area Subject In order to move my Agility way of being to the next level I would like to be able to (Element/Task/Issue)
Agility Basics remember Scrum Foundations Scrum Events and Artifacts define the Definition of Done and the purpose for the Scrum Team.
Agility Basics remember Scrum Foundations Scrum Events and Artifacts describe that quality goals should not be sacrificed in response to time pressure.
Agility Basics remember Scrum Foundations Scrum Events and Artifacts explain the concept of a timebox and state that all Scrum events are timeboxed.
Agility Basics remember Scrum Foundations Scrum Events and Artifacts identify at least two reasons why the Scrum Team dedicates time for product backlog refinement.
Agility Basics remember Scrum Foundations Scrum Events and Artifacts list at least three characteristics of product backlog refinement.
Agility Basics remember Scrum Foundations Scrum Events and Artifacts list at least three topics that might be discussed at product backlog refinement.
Agility Basics remember Scrum Foundations Scrum Events and Artifacts list the four events within Scrum; define the purpose of each event and identify the participants, timing, and maximum timebox.
Agility Basics remember Scrum Foundations Scrum Events and Artifacts list the participants of product backlog refinement and describe at least two responsibilities for the Development Team, Product Owner, and subject matter experts during product backlog refinement.
Agility Basics remember Scrum Foundations Scrum Events and Artifacts list the three artifacts within Scrum and define the purpose of each artifact.
Agility Basics remember Scrum Foundations Scrum Events and Artifacts explain why the Definition of Done evolves over time.
Agility Basics remember Scrum Foundations Scrum Roles define a cross-functional, self-organizing team, and identify at least three benefits of a cross-functional, self-organizing team.
Agility Basics remember Scrum Foundations Scrum Roles define the three roles in a Scrum Team, list their primary responsibilities, and explain how they interact with each other to deliver the product increment within a sprint.
Agility Basics remember Scrum Foundations Scrum Roles describe the impacts of shared roles.
Agility Basics remember Scrum Foundations Scrum Theory define empirical process control and list the three pillars.
Agility Basics remember Scrum Foundations Scrum Theory explain why Scrum is a framework and list two ways a framework is different from a process/methodology.
Agility Basics remember Scrum Foundations Scrum Theory list the five core Scrum values.
Agility Basics remember Scrum Foundations Scrum Theory list the three core elements of Scrum.
Agility Basics remember Scrum Foundations Scrum Theory restate a definition of Scrum that includes three simple phrases.
Agility Basics remember Scrum Foundations Scrum Theory restate why Scrum exists only in its entirety, and realizing its benefits requires disciplined and dedicated practice.
Scrum Basics remember Lean, Agile, and Scrum Definition of “Done” outline at least one way to create a definition of “Done.”
Scrum Basics remember Lean, Agile, and Scrum Product Backlog list at least four attributes of a Product Backlog item.
Scrum Basics remember Lean, Agile, and Scrum Scrum Roles list at least five characteristics of the Development Team.
Scrum Basics remember Lean, Agile, and Scrum Scrum Roles list at least three rights and five responsibilities of the Product Owner, Development Team and Scrum Master.
Scrum Basics remember Lean, Agile, and Scrum Scrum Roles state at least two reasons why no one can force the Development Team to work from a different set of requirements than the Product Owner’s.
Scrum Basics remember Lean, Agile, and Scrum Sprint and Increment define the outcome of every Sprint and describe at least three reasons why that is important
Scrum Basics remember Scrum Master Core Competencies Coaching list at least three different challenges facing a self-organizing team.
Scrum Basics remember Scrum Master Core Competencies Coaching state a distinction among facilitating, teaching, mentoring, and coaching
Scrum Basics remember Scrum Master Core Competencies Facilitation list at least three ways the Scrum Master could facilitate for the Scrum Team.
Scrum Basics remember Service to the Development Team Scrum Master as Servant-Leader define servant-leadership
Scrum Basics remember Service to the Development Team Scrum Master as Servant-Leader describe three scenarios where the Scrum Master acts as the servant-leader for the Development Team.
Scrum Basics remember Service to the Development Team Scrum Master as Servant-Leader discuss at least one scenario in which the Scrum Master, acting as a servant-leader, improved at least one aspect of the Development Team.
Scrum Basics remember Service to the Development Team Value of Development Practices define technical debt and explain the impact of accumulating technical debt.
Scrum Basics remember Service to the Development Team Value of Development Practices list at least five development practices that will help Scrum Teams deliver a high-quality product Increment and reduce technical debt each Sprint.
Scrum Basics remember Service to the Development Team Value of Development Practices list at least three ways development practices may impact the Development Team’s ability to deliver a potentially releasable Increment each Sprint.
Scrum Basics understand Lean, Agile, and Scrum Daily Scrum discuss at least three ways the Daily Scrum differs from a status meeting and why the various constraints exist to support the Development Team.
Scrum Basics understand Lean, Agile, and Scrum Daily Scrum identify at least three possible structures the Development Team could use to run the Daily Scrum within the time-box.
Scrum Basics understand Lean, Agile, and Scrum Definition of “Done” describe at least three opportunities where the Scrum Team might adapt their definition of “Done” to meet new insights or circumstances.
Scrum Basics understand Lean, Agile, and Scrum Definition of “Done” explain the importance of a strong definition of “Done” and describe at least two risks associated with a weaker definition of “Done.”
Scrum Basics understand Lean, Agile, and Scrum Definition of “Done” identify at least two reasons why multiple teams working on the same Product Backlog must have a shared and consistent definition of “Done.”
Scrum Basics understand Lean, Agile, and Scrum Product Backlog describe at least two responsibilities of the Development Team, Product Owner, and Scrum Master in the development and maintenance of the Product Backlog.
Scrum Basics understand Lean, Agile, and Scrum Product Backlog identify at least three essential characteristics of the Product Backlog.
Scrum Basics understand Lean, Agile, and Scrum Scrum Events and Artifact Transparency describe at least three responsibilities for the Development Team, Product Owner, and Scrum Master during Sprint Planning, Daily Scrum, Sprint Review, and Retrospective.
Scrum Basics understand Lean, Agile, and Scrum Scrum Events and Artifact Transparency give one example of how a Scrum Team will inspect and adapt and increase transparency at each of the Scrum events.
Scrum Basics understand Lean, Agile, and Scrum Scrum Roles discuss at least two reasons why the Product Owner is a single person and not a group or a committee.
Scrum Basics understand Lean, Agile, and Scrum Scrum Roles discuss how and why the Product Owner maintains authority over the product while working collaboratively with the Development Team and stakeholders to gather their ideas, feedback, and input.
Scrum Basics understand Lean, Agile, and Scrum Scrum Roles identify at least three negative consequences that arise when the Development Team consists of fewer than three or more than nine people.
Scrum Basics understand Lean, Agile, and Scrum Scrum Theory describe how the values of Scrum - focus, courage, commitment, openness, and respect - are present in a specific Scrum event, artifact, or role.
Scrum Basics understand Lean, Agile, and Scrum Sprint and Increment describe at least two reasons why the Sprint goal does not change during a Sprint
Scrum Basics understand Lean, Agile, and Scrum Sprint and Increment discuss at least three reasons why the Increment must be brought to the current definition of “Done” regardless of whether the Product Owner chooses to release the Increment.
Scrum Basics understand Lean, Agile, and Scrum Sprint Backlog explain how the Sprint Backlog can be changed, who can make changes, and the limits of these changes
Scrum Basics understand Lean, Agile, and Scrum Sprint Backlog identify at least three essential characteristics of the Sprint Backlog.
Scrum Basics understand Lean, Agile, and Scrum Sprint Planning discuss the focus of the activities of the Product Owner and Development Team during the two topics of Sprint Planning: the “What” and the “How.”
Scrum Basics understand Lean, Agile, and Scrum Sprint Retrospective explain at least three distinct responsibilities for the Scrum Master during the Sprint Retrospective.
Scrum Basics understand Lean, Agile, and Scrum Sprint Review describe at least three of the activities that take place during the Sprint Review that pertain to work beyond what has been completed in the Sprint.
Scrum Basics understand Lean, Agile, and Scrum Sprint Review identify at least three potential outcomes for a Sprint Review.
Scrum Basics understand Service to the Development Team Scrum Master as Servant-Leader identify possible violations of Scrum by a Product Owner or stakeholder who is applying excessive time pressure and illustrate how to address them.
Scrum Basics understand Service to the Organization Coaching the Organization describe at least one example of a major organizational design change implied by implementing Scrum.
Scrum Basics understand Service to the Organization Coaching the Organization describe at least two benefits that could be lost if Scrum is only partially implemented.
Scrum Basics understand Service to the Organization Coaching the Organization describe at least two stakeholder behaviors that support the Scrum Team’s success and at least two behaviors that do not support the Scrum Team’s success.
Scrum Basics understand Service to the Organization Coaching the Organization discuss why Scrum does not have a project manager and what happens to traditional project management activities.
Scrum Basics understand Service to the Organization Impediment Removal discuss at least three common organizational impediments outside the scope of a team that can affect the effectiveness of Scrum Teams.
Scrum Basics understand Service to the Organization Impediment Removal discuss at least two ways that the Scrum Master assists the Scrum Team with responding to impediments.
Scrum Basics understand Service to the Product Owner Coaching the Product Owner explain at least three ways the Scrum Master could support the Product Owner.
Scrum Basics understand Service to the Product Owner Coaching the Product Owner identify at least three collaboration techniques that a Product Owner can use to work with the Development Team or stakeholders.
Scrum Basics apply Lean, Agile, and Scrum Sprint Planning practice writing a Sprint Goal and identify at least two benefits of having a Sprint Goal.
Scrum Basics apply Scrum Master Core Competencies Coaching practice the implementation of at least one Retrospective technique that could help to resolve a challenge faced by a self-organizing team.
Scrum Basics apply Scrum Master Core Competencies Facilitation demonstrate at least three techniques for facilitating group decision making.
Scrum Intermediate remember Service to the Organization Resolving Impediments list at least three techniques to evaluate impediments in depth and describe when they might not be working.
Scrum Intermediate remember Service to the Product Owner Coaching the Product Owner list at least three benefits that arise if a Product Owner participates in the Retrospective.
Scrum Intermediate understand Lean, Agile, and Scrum Agile and Lean Values, Principles, and Worldview describe at least two other Lean/Agile development frameworks outside of Scrum and explain their value.
Scrum Intermediate understand Lean, Agile, and Scrum Agile and Lean Values, Principles, and Worldview discuss a scenario, based upon your personal experience, where there has been a violation of Agile principles, and demonstrate how it may be rectified and/or addressed by the Scrum Master.
Scrum Intermediate understand Lean, Agile, and Scrum Agile and Lean Values, Principles, and Worldview outline the historical development of Scrum and Agile.
Scrum Intermediate understand Lean, Agile, and Scrum Emprical Process Control give at least two examples of inspect and adapt for each of the Scrum events.
Scrum Intermediate understand Scrum Master Core Competencies Facilitation describe at least five facilitative listening techniques for effective meetings/events and apply at least two of them.
Scrum Intermediate understand Scrum Master Core Competencies Facilitation describe, using at least two concrete examples, when the Scrum Master should not act as the facilitator for the Scrum Team.
Scrum Intermediate understand Scrum Master Core Competencies Facilitation identify at least three challenges of integrating multiple frames of reference.
Scrum Intermediate understand Scrum Master Core Competencies Facilitation identify at least three indicators for a group engaged in divergent thinking and at least three indicators for a group engaged in convergent thinking.
Scrum Intermediate understand Scrum Master Core Competencies Facilitation outline at least three obstacles to clear communication and debate their impacts on both the sender and receiver.
Scrum Intermediate understand Scrum Master Core Competencies Training explain Scrum and its benefits to a business stakeholder.
Scrum Intermediate understand Scrum Mastery Personal Development describe at least three characteristics of destructive conflict.
Scrum Intermediate understand Scrum Mastery Servant-Leadership express at least three attributes of an effective servant-leader and describe at least two goals they might have.
Scrum Intermediate understand Service to the Development Team Definition of “Done” describe how a Definition of Done could be formulated for a non-software product (e.g., insurance tariff, hardware, event).
Scrum Intermediate understand Service to the Development Team Self-Organization describe how a self-organizing team approaches at least three challenges.
Scrum Intermediate understand Service to the Development Team Team Dynamics describe at least one multi-stage model for team formation and development.
Scrum Intermediate understand Service to the Development Team Team Dynamics explain the difference between a working group and a team.
Scrum Intermediate understand Service to the Development Team Team Dynamics identify at least three attributes of effective Agile teams and identify at least two pitfalls of a homogeneous team.
Scrum Intermediate understand Service to the Development Team Value of Development Practices explain at least three ways development practices may impact the Development Team’s ability to deliver a potentially releasable Increment each Sprint.
Scrum Intermediate understand Service to the Development Team Value of Development Practices identify at least three development practices that are highly beneficial in a multiple team environment.
Scrum Intermediate understand Service to the Organization Resolving Impediments identify at least three typical impediments for a Scrum Team and describe at least one way to address one of them.
Scrum Intermediate understand Service to the Organization Scaling Scrum describe at least two reasons why an organization might decide not to scale.
Scrum Intermediate understand Service to the Organization Scaling Scrum identify at least three techniques for visualizing, managing, or reducing dependencies.
Scrum Intermediate understand Service to the Organization Scaling Scrum recognize at least two different scaling frameworks or approaches.
Scrum Intermediate understand Service to the Product Owner Coaching the Product Owner explain at least two techniques for moving from a product vision to a Product Backlog.
Scrum Intermediate understand Service to the Product Owner Coaching the Product Owner explain at least two techniques that could be used to create Product Backlog items that are “ready” for Sprint Planning.
Scrum Intermediate apply Lean, Agile, and Scrum Agile and Lean Values, Principles, and Worldview demonstrate how the values and principles of the Agile Manifesto are present in Scrum.
Scrum Intermediate apply Scrum Master Core Competencies Coaching apply at least three coaching techniques with team members, Product Owners and/or stakeholders, and describe how the coaching technique impacted each interaction.
Scrum Intermediate apply Scrum Master Core Competencies Coaching demonstrate at least one coaching stance in an interaction with one or more individuals and describe how that coaching stance impacted the interaction.
Scrum Intermediate apply Service to the Development Team Definition of “Done” apply at least two techniques that could be employed to encourage the Scrum Team to improve how they describe “Done.”
Scrum Intermediate apply Service to the Development Team Self-Organization apply a countermeasure to reduce the impact of at least one challenge facing a self-organizing team.
Scrum Intermediate apply Service to the Development Team Self-Organization apply at least two techniques to foster greater self-organization within teams.
Scrum Intermediate apply Service to the Development Team Team Dynamics apply at least two methods for improving team performance.
Scrum Intermediate apply Service to the Organization Organizational Change apply at least two techniques to help Scrum Teams be more productive.
Scrum Intermediate apply Service to the Product Owner Coaching the Product Owner practice facilitating the creation or refinement of the product vision between the Product Owner and the Development Team.
Scrum Intermediate analyze Scrum Mastery Personal Development analyze your own fundamental driving factors.
Scrum Intermediate analyze Scrum Mastery Servant-Leadership practice resolving at least one organizational impediment while demonstrating attributes of a Servant-Leader.
Scrum Intermediate analyze Service to the Organization Resolving Impediments analyze at least one impediment and identify a root cause(s) and/or underlying issue(s).
Scrum Intermediate create Scrum Master Core Competencies Facilitation create at least three working agreements to foster clear communication in a collaborative meeting and describe how the working agreements impacted the interaction.
Scrum Intermediate create Scrum Master Core Competencies Facilitation plan the contents and an agenda for at least two collaborative meetings and demonstrate the facilitation of these meetings.
Scrum Intermediate create Service to the Development Team Definition of “Done” organize and facilitate the creation of a definition of “Done” with the Product Owner and Development Team.
Scrum Intermediate create Service to the Product Owner Coaching the Product Owner organize and facilitate a Product Backlog refinement session with stakeholders and/or team members.
Scrum Intermediate evaluate Lean, Agile, and Scrum Agile and Lean Values, Principles, and Worldview debate at least five personality traits of an excellent Scrum Master.
Scrum Intermediate evaluate Lean, Agile, and Scrum Emprical Process Control evaluate at least three situations when transparency, inspection, and adaptation are not working effectively.
Scrum Intermediate evaluate Scrum Mastery Personal Development compare at least three different ways to respond to conflict, and reflect on your default pattern(s) for responding to conflict.
Scrum Intermediate evaluate Scrum Mastery Personal Development evaluate your personal fulfillment of the five Scrum values and identify how you could improve upon at least two of them.
Scrum Advanced remember Lean, Agile, and Scrum Lean Thinking define a kaizen mindset.
Scrum Advanced remember Scrum Master Core Competencies Coaching list at least three fundamental psychological concepts that help understand and transform individual behavior.
Scrum Advanced remember Service to the Development Team Software Craftsmanship define software craftsmanship.
Scrum Advanced remember Service to the Development Team Starting New Scrum Teams outline at least three elements to position a new Scrum Team for success.
Scrum Advanced understand Lean, Agile, and Scrum Lean Thinking describe the roots of Lean Thinking.
Scrum Advanced understand Lean, Agile, and Scrum Lean Thinking explain the five core concepts of Lean Thinking and how they can be applied to Scrum.
Scrum Advanced understand Scrum Master Core Competencies Coaching describe at least five elements of a fundamental coaching agreement.
Scrum Advanced understand Scrum Master Core Competencies Coaching discuss the importance of at least two fundamental coaching assumptions.
Scrum Advanced understand Scrum Master Core Competencies Facilitation identify at least one action the facilitator can perform to support meeting participants during divergent thinking, integration, convergent thinking, and closure that will support the development of an inclusive solution.
Scrum Advanced understand Scrum Master Core Competencies Facilitation identify at least three practices for facilitating remote meetings.
Scrum Advanced understand Service to the Development Team Software Craftsmanship describe the acceptance criteria for a Product Backlog item using a format suitable for automated testing.
Scrum Advanced understand Service to the Development Team Starting New Scrum Teams describe at least three responsibilities each for leadership, Product Owner, and Development Team members when starting a new Scrum Team.
Scrum Advanced understand Service to the Development Team Starting New Scrum Teams explain at least three reasons why the start of a new Scrum Team should be handled differently from a traditional project kickoff or charter.
Scrum Advanced understand Service to the Organization Organizational Development describe at least two frameworks for catalyzing organizational change.
Scrum Advanced understand Service to the Organization Organizational Development describe at least two systematic methods for helping organizations improve their Scrum adoption.
Scrum Advanced understand Service to the Organization Organizational Development describe the nature of complex systems.
Scrum Advanced understand Service to the Organization Organizational Development describe your approach to a complex intervention that addresses the root cause(s) of an organizational dysfunction and analyze the long-term impact.
Scrum Advanced understand Service to the Organization Organizational Development explain the importance of taking a systemic view.
Scrum Advanced understand Service to the Organization Organizational Development identify at least three ways the cultural change from a command-and-control to an Agile mindset added value to the Development Team, Product Owner, and eventual product.
Scrum Advanced understand Service to the Organization Scaling Scrum describe at least five techniques to improve inter-team collaboration and experiment with at least two of them.
Scrum Advanced understand Service to the Organization Scaling Scrum describe at least one organizational design that enables multiple-team Scrum.
Scrum Advanced understand Service to the Organization Scaling Scrum explain at least three benefits of supporting strong development practices when working with multiple teams.
Scrum Advanced apply Scrum Master Core Competencies Facilitation apply at least five visual facilitation techniques for a collaborative session.
Scrum Advanced apply Scrum Mastery Personal Development illustrate at least two concrete examples of how you actively applied a Scrum value(s) in your work.
Scrum Advanced apply Service to the Development Team Coaching the Development Team demonstrate at least two techniques for raising team accountability.
Scrum Advanced apply Service to the Development Team Starting New Scrum Teams plan the launch of a new Scrum Team.
Scrum Advanced apply Service to the Development Team Team Dynamics apply at least five techniques for improving team effectiveness.
Scrum Advanced apply Service to the Development Team Team Dynamics apply at least two different models for team development and appraise their effectiveness in supporting team growth.
Scrum Advanced apply Service to the Organization Organizational Development demonstrate at least two tangible examples of how you developed and changed the culture of your team (or organization) from a command-and-control to an Agile mindset.
Scrum Advanced apply Service to the Product Owner Coaching the Product Owner apply at least two techniques for moving from product vision to Product Backlog.
Scrum Advanced analyze Lean, Agile, and Scrum Lean Thinking relate at least five wastes in product development to the seven wastes in Lean manufacturing.
Scrum Advanced analyze Lean, Agile, and Scrum Lean Thinking relate at least three Agile development practices to Lean practices.
Scrum Advanced analyze Scrum Master Core Competencies Facilitation differentiate at least three alternatives to open discussion.
Scrum Advanced analyze Scrum Mastery Personal Development analyze your fulfillment of the five Scrum values.
Scrum Advanced analyze Service to the Organization Scaling Scrum contrast at least two patterns for scaling the Product Owner role.
Scrum Advanced analyze Service to the Organization Scaling Scrum differentiate the impact of feature teams versus component teams on the delivery of value.
Scrum Advanced create Scrum Master Core Competencies Training develop and practice teaching at least one topic on Scrum or Agile.
Scrum Advanced create Service to the Development Team Coaching the Development Team create a coaching agreement with the Development Team.
Scrum Advanced create Service to the Organization Scaling Scrum organize and facilitate at least one large-scale, participatory meeting format to scale Scrum events.
Scrum Advanced evaluate Service to the Product Owner Coaching the Product Owner appraise at least three criteria that can be used for structuring a complex or multi-team Product Backlog.


last updated september 2019