All CSM courses are taught by Certified Scrum Trainers. Taking a CSM course, passing the CSM test, and accepting the license agreement designates you as a Certified ScrumMaster, which indicates that you have been introduced to and understand the basic concepts you need to perform as a ScrumMaster or team member on a Scrum team. This course also satisfies two elements of the CSD track: Scrum Introduction and Elective.
This course will taught by Jeff Sutherland and Henrik Kniberg and is limited to 22 participants.
Jeff invented the first Scrum at Easel Corporation in 1993 and worked with Scrum Co-Creator Ken Schwaber, to formalize the Scrum development process at OOPSLA’95. In 2001, Jeff and Ken were signatories of the Agile Manifesto. You will hear directly from one of the founders of Agile software development on how to implement best practices in your organization.
Henrik Kniberg is Agile Alliance board member & author of "Scrum and XP from the Trenches" and "Kanban and Scrum - making the most of both".
Currently Jeff is Chairman of the Scrum Training Institute and Senior Advisor to OpenView Venture Partners, where he is responsible for working with a dozen venture funded startup companies to optimize their Scrum implementations. He has implemented Scrum with the entire staff of the venture group including the investing partners who serve on the Boards of venture funded companies. They are the first venture group to run their business using Scrum and they invest only in Agile companies. As a result, Jeff is working directly with both senior management and all departments in portfolio companies to produce better Scrum implementations everywhere, not just in development. Knowledge of how these companies succeed and where they fail can help you avoid their pitfalls and capitalize on their success.
Jeff’s experiences consulting with leading companies like Google, Microsoft, Yahoo, Oracle, Palm, Adobe, Siemens, Phillips and many others will provide valuable input for new Certified ScrumMasters on how to startup and optimize Scrum teams. He has lots of war stories to share with the class after 15 years of doing nothing but Scrum..
Experience with distributed/outsourced Scrum teams (see SirsiDynix project) and has helped implement Scrum in a CMMI Level 5 company (see Agile 2007 Scrum and CMMI paper) and several CMMI Level 3 companies. These and other papers can be found in the latest draft of “The Scrum Papers” at http://jeffsutherland.com/scrum/scrumpapers.pdf. You will learn the latest thinking about how to help your teams from direct experience with some of the best Scrum implementations.
Jeff has used his last seven companies as laboratories for inspecting and adapting to improve Scrum implementations. Mary Poppendieck reports on Jeff’s latest Scrum implementation in her book on Lean Software Development:
Five years ago a killer application emerged in the health care industry: Give doctors access to patient information on a PDA. Today there is no question which company won the race to dominate this exploding market; PatientKeeper has overwhelmed its competition with its capability to bring new products and features to market just about every week. The sixty or so technical people produce more software than many organizations several times larger, and they do not show any sign that the size of their code base is slowing them down.
A key strategy that has kept PatientKeeper at the front of the pack is an emphasis on unprecedented speed in delivering new features. It will not surprise anyone who understands Lean that PatientKeeper has to maintain superb quality in order to support its rapid delivery. CTO Jeff Sutherland explains it this way:
“Rapid cycle time:
* Increases learning tremendously * Eliminates buggy software because you die if you don’t fix this. * Fixes the install process because you die if you have to install 45 releases this year and install is not easy. * Improves the upgrade process because there is a constant flow of upgrades that are mandatory. Makes upgrades easy. * Forces quick standardization of software via new features rather than customization and one off. * Forces implementation of sustainable pace. You die a death of attrition without it. * Allows waiting to build new functionality until there are 4-5 customers who pay for it. This is counterintuitive, and caused by the fact everything is ready within 90 days.”
In this course, participants will learn everything necessary for getting started with Scrum. There are very few rules to Scrum so it is important to learn its fundamental principles by experiencing them. Participants gain hands-on practice with the release backlog, sprint backlog, the daily Scrum meeting, tracking progress with a burndown chart, and more. Participants experience the Scrum process through team exercises which simulate Scrum projects.
The course will run from 9am-5pm each day. A continental breakfast and lunch will be provided.
The course agenda is flexible and will be a mix of Jeff's and Henrik's material.
Jeff's material: http://jeffsutherland.com/csmsyllabus.pdf
Henrik's material: http://www.crisp.se/henrik.kniberg/csm-links
Following the course, each participant is enrolled as a Certified ScrumMaster, which includes a one-year membership in the Scrum Alliance, where additional Certified ScrumMaster-only material and information are available.
10-11 May 2010
As of 1 October, CSM participants will need to take an exam within 90 days to become certified. The Scrum Alliance is eager to ensure ScrumMasters' credentials are recognized as a meaningful and valuable proof of competency, and that they attest to current knowledge of Scrum. At this time, all students that take the exam pass and students that do not read English are not required to take the exam.