Scrum Guide
The definitive source for Scrum, outlining its rules and principles.
Getting Started: PSM I Exam Essentials
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Professional Scrum Master I (PSM I) — key terms, tricks & tips
Everything from the course in one searchable place: 189 entries. Use it to review before a practice test or look up a word you forgot.
189 results
Multiple-choice
A question type where only one correct answer must be selected.
Getting Started: PSM I Exam Essentials
Multiple-select
A question type requiring all correct answers to be chosen.
Getting Started: PSM I Exam Essentials
Passing score
The minimum percentage required to pass the PSM I exam (85%).
Getting Started: PSM I Exam Essentials
Time limit
The total duration allowed to complete the PSM I exam (60 minutes).
Getting Started: PSM I Exam Essentials
Mark for review
An exam feature to flag questions for later re-evaluation.
Getting Started: PSM I Exam Essentials
Empiricism
Scrum's foundation: knowledge comes from experience and decision-making based on what is observed.
Getting Started: PSM I Exam Essentials
Understanding the PSM I Exam Format and Structure
For the exam, remember: **80** questions, **60** minutes, **85** percent. Think of it as an '80s party, but you only have an hour, and you need to be 85% awesome!
Getting Started: PSM I Exam Essentials
Understanding the PSM I Exam Format and Structure
The PSM I exam is 80 questions, 60 minutes, with an 85% passing score. It is an online, open-book assessment. All questions are based *solely* on the current Scrum Guide. Memorize these numbers and the source of truth.
Getting Started: PSM I Exam Essentials
Understanding the PSM I Exam Format and Structure
Not reading questions carefully, especially distinguishing between single-select and multiple-select questions.
Getting Started: PSM I Exam Essentials
Understanding the PSM I Exam Format and Structure
Spending too much time on a single difficult question, leading to not finishing the exam.
Getting Started: PSM I Exam Essentials
Understanding the PSM I Exam Format and Structure
Relying on external Scrum interpretations or frameworks instead of the official Scrum Guide.
Getting Started: PSM I Exam Essentials
Understanding the PSM I Exam Format and Structure
Underestimating the 85% passing score and the precision required in answers.
Getting Started: PSM I Exam Essentials
Open Assessments
Free practice exams provided by Scrum.org to test knowledge.
Getting Started: PSM I Exam Essentials
Active Recall
A study method where you retrieve information from memory.
Getting Started: PSM I Exam Essentials
Spaced Repetition
Reviewing material at increasing intervals to improve retention.
Getting Started: PSM I Exam Essentials
Scrum.org Forum
An online community for discussing Scrum topics and asking questions.
Getting Started: PSM I Exam Essentials
Official Resources
Materials directly from Scrum.org, primarily the Scrum Guide.
Getting Started: PSM I Exam Essentials
Unofficial Resources
External books, courses, or articles about Scrum.
Getting Started: PSM I Exam Essentials
Navigating Scrum.org Resources and Study Tips
To remember the study path: 'Guide Open Forums, Study Practice Exam!' (Scrum Guide, Open Assessments, Forums, Study Groups, Practice Exams, Exam).
Getting Started: PSM I Exam Essentials
Navigating Scrum.org Resources and Study Tips
The PSM I exam is heavily based on the Scrum Guide. Memorize its structure, key definitions, and the purpose of each artifact, event, and role. Pay close attention to the exact wording used.
Getting Started: PSM I Exam Essentials
Navigating Scrum.org Resources and Study Tips
Relying solely on unofficial resources without cross-referencing the Scrum Guide.
Getting Started: PSM I Exam Essentials
Navigating Scrum.org Resources and Study Tips
Memorizing answers to practice questions without understanding the underlying Scrum principles.
Getting Started: PSM I Exam Essentials
Navigating Scrum.org Resources and Study Tips
Underestimating the importance of the Scrum Guide's exact wording and definitions.
Getting Started: PSM I Exam Essentials
Transparency
Significant aspects of the process are visible to all.
Scrum Theory & Principles: The Foundation
Inspection
Timely checking of progress and key deliverables.
Scrum Theory & Principles: The Foundation
Adaptation
Adjusting the process or product based on inspection.
Scrum Theory & Principles: The Foundation
Artifacts
Represent work or value, designed for transparency.
Scrum Theory & Principles: The Foundation
Increment
Sum of all Product Backlog items completed in a Sprint.
Scrum Theory & Principles: The Foundation
Sprint Review
Event to inspect the Increment and adapt the Product Backlog.
Scrum Theory & Principles: The Foundation
Sprint Retrospective
Event to inspect the team's process and adapt it.
Scrum Theory & Principles: The Foundation
Empiricism, Transparency, Inspection, and Adaptation
Think of TEA: Transparency (see it), Inspection (check it), Adaptation (change it). That's how Scrum makes things happen!
Scrum Theory & Principles: The Foundation
Empiricism, Transparency, Inspection, and Adaptation
The exam frequently tests your understanding of how each Scrum event supports Transparency, Inspection, and Adaptation. For example, the Daily Scrum facilitates Transparency and Inspection of progress toward the Sprint Goal, leading to adaptations of the Sprint Backlog. The Sprint Review focuses on inspecting the Increment and adapting the Product Backlog. The Sprint Retrospective is for inspecting the team's process and adapting it.
Scrum Theory & Principles: The Foundation
Empiricism, Transparency, Inspection, and Adaptation
Confusing transparency with mere visibility; it requires a common understanding.
Scrum Theory & Principles: The Foundation
Empiricism, Transparency, Inspection, and Adaptation
Inspecting without adapting; inspection is useless if no changes are made.
Scrum Theory & Principles: The Foundation
Empiricism, Transparency, Inspection, and Adaptation
Adapting without prior transparency or inspection; making changes blindly.
Scrum Theory & Principles: The Foundation
Commitment
Dedication to achieving team goals.
Scrum Theory & Principles: The Foundation
Focus
Concentrating on Sprint work and goals.
Scrum Theory & Principles: The Foundation
Openness
Transparency about work and challenges.
Scrum Theory & Principles: The Foundation
Respect
Valuing all team members and roles.
Scrum Theory & Principles: The Foundation
Courage
Doing the right thing, tackling hard problems.
Scrum Theory & Principles: The Foundation
Scrum Values
Guiding principles for effective Scrum.
Scrum Theory & Principles: The Foundation
Sprint Goal
The single objective for the Sprint.
Scrum Theory & Principles: The Foundation
Scrum Values: Commitment, Focus, Openness, Respect, Courage
Imagine a 'CFO ROCKS' a presentation: Commitment, Focus, Openness, Respect, Courage. These values are the 'rocks' of Scrum!
Scrum Theory & Principles: The Foundation
Scrum Values: Commitment, Focus, Openness, Respect, Courage
The PSM I exam frequently tests your understanding of how the Scrum Values enable the pillars of empiricism. For example, 'Openness' directly supports 'Transparency', and 'Courage' is vital for 'Inspection' and 'Adaptation'. Know the direct links.
Scrum Theory & Principles: The Foundation
Scrum Values: Commitment, Focus, Openness, Respect, Courage
Confusing commitment to the Sprint Goal with committing to completing every single task in the Sprint Backlog, which can lead to overcommitment.
Scrum Theory & Principles: The Foundation
Scrum Values: Commitment, Focus, Openness, Respect, Courage
Failing to address conflicts or impediments openly, which undermines transparency and the team's ability to adapt.
Scrum Theory & Principles: The Foundation
Scrum Values: Commitment, Focus, Openness, Respect, Courage
Prioritizing individual tasks over the collective Sprint Goal, indicating a lack of focus and commitment to the team's shared objective.
Scrum Theory & Principles: The Foundation
Lean Thinking
Maximizing customer value while minimizing waste.
Scrum Theory & Principles: The Foundation
Waste
Any activity that does not add value to the product or process.
Scrum Theory & Principles: The Foundation
Complexity
Situation where cause-and-effect are only clear in retrospect.
Scrum Theory & Principles: The Foundation
Risk Management
Identifying, assessing, and controlling threats to success.
Scrum Theory & Principles: The Foundation
Value Stream
All steps from customer request to delivered value.
Scrum Theory & Principles: The Foundation
Last Responsible Moment
Deferring decisions until more information is available.
Scrum Theory & Principles: The Foundation
Lean Thinking, Complexity, and Risk Management in Scrum
Remember 'LCR': Lean for efficiency, Complexity for empiricism, Risk for iteration. LCR helps you navigate the project road!
Scrum Theory & Principles: The Foundation
Lean Thinking, Complexity, and Risk Management in Scrum
The exam often tests your understanding of how Scrum's core principles (like empiricism) directly address complexity and manage risk. Look for questions that describe a challenging, uncertain situation and ask how Scrum would respond.
Scrum Theory & Principles: The Foundation
Lean Thinking, Complexity, and Risk Management in Scrum
Trying to apply traditional predictive planning methods to complex Scrum projects.
Scrum Theory & Principles: The Foundation
Lean Thinking, Complexity, and Risk Management in Scrum
Ignoring feedback from increments, thus missing opportunities to adapt and reduce risk.
Scrum Theory & Principles: The Foundation
Lean Thinking, Complexity, and Risk Management in Scrum
Focusing on maximizing output (e.g., lines of code) instead of maximizing delivered value.
Scrum Theory & Principles: The Foundation
Iterative
Repeating a process to refine and improve.
Scrum Theory & Principles: The Foundation
Applying Scrum Principles to Real-World Scenarios
E.L.I.C.R.A. - **E**mpiricism, **L**ean, **I**teration, **C**omplexity, **R**isk, **A**daptation. These principles help you build awesome stuff!
Scrum Theory & Principles: The Foundation
Applying Scrum Principles to Real-World Scenarios
The exam often presents scenarios and asks which Scrum principle or value is being demonstrated or violated. Look for keywords like 'feedback', 'observation', 'experimentation' for empiricism; 'eliminating delays', 'focusing on value' for lean; and specific behaviors for Scrum Values.
Scrum Theory & Principles: The Foundation
Applying Scrum Principles to Real-World Scenarios
Treating Scrum as a rigid methodology rather than a flexible framework guided by principles.
Scrum Theory & Principles: The Foundation
Applying Scrum Principles to Real-World Scenarios
Ignoring feedback from users or stakeholders, which violates empiricism.
Scrum Theory & Principles: The Foundation
Applying Scrum Principles to Real-World Scenarios
Focusing on maximizing output (e.g., lines of code) instead of maximizing value and minimizing waste.
Scrum Theory & Principles: The Foundation
Applying Scrum Principles to Real-World Scenarios
Allowing team members to act without embodying the Scrum Values, leading to dysfunction.
Scrum Theory & Principles: The Foundation
Product Owner
Accountable for maximizing product value.
The Scrum Framework: Structure and Flow
Scrum Master
Accountable for establishing and enacting Scrum.
The Scrum Framework: Structure and Flow
Developers
People committed to creating a usable Increment.
The Scrum Framework: Structure and Flow
Scrum Team
Self-managing, cross-functional unit of 1 PO, 1 SM, Developers.
The Scrum Framework: Structure and Flow
Self-managing
Team decides who, what, when, and how work is done.
The Scrum Framework: Structure and Flow
Cross-functional
Team has all skills needed to create value.
The Scrum Framework: Structure and Flow
Accountability
Being responsible for specific outcomes.
The Scrum Framework: Structure and Flow
Scrum Roles: Product Owner, Scrum Master, Developers
Remember 'PODS' for 'Product Owner Drives, Scrum Master Supports, Developers Ship.'
The Scrum Framework: Structure and Flow
Scrum Roles: Product Owner, Scrum Master, Developers
The Scrum Guide explicitly states there are NO sub-teams or hierarchies within the Scrum Team. The Product Owner is ONE person, not a committee. The Scrum Master is a servant leader, not a project manager or a team lead. Developers are accountable for creating a 'Done' Increment.
The Scrum Framework: Structure and Flow
Scrum Roles: Product Owner, Scrum Master, Developers
Confusing the Scrum Master with a traditional project manager who assigns tasks.
The Scrum Framework: Structure and Flow
Scrum Roles: Product Owner, Scrum Master, Developers
Believing the Product Owner can be a committee or multiple people.
The Scrum Framework: Structure and Flow
Scrum Roles: Product Owner, Scrum Master, Developers
Thinking 'Developers' only refers to coders, ignoring other essential skills like testing or design.
The Scrum Framework: Structure and Flow
Sprint
A fixed-length time-box of one month or less, creating a Done Increment.
The Scrum Framework: Structure and Flow
Sprint Planning
Event to plan Sprint Goal, select items, and plan how to deliver the Increment.
The Scrum Framework: Structure and Flow
Daily Scrum
15-minute daily event for Developers to inspect progress and adapt the plan.
The Scrum Framework: Structure and Flow
Time-box
A maximum duration for an event, not a target to fill.
The Scrum Framework: Structure and Flow
Scrum Events: Sprint, Planning, Daily, Review, Retro
Remember 'SPDRR': Sprint Planning, Daily Scrum, Development (not an event, but happens daily), Sprint Review, Sprint Retrospective. It spells out the order of events within a Sprint after planning.
The Scrum Framework: Structure and Flow
Scrum Events: Sprint, Planning, Daily, Review, Retro
Memorize the maximum time-boxes for each event based on a one-month Sprint: Sprint Planning (8 hours), Sprint Review (4 hours), Sprint Retrospective (3 hours), Daily Scrum (15 minutes). The Sprint itself is one month or less.
The Scrum Framework: Structure and Flow
Scrum Events: Sprint, Planning, Daily, Review, Retro
Treating the Daily Scrum as a status report to the Scrum Master or Product Owner, rather than a planning and synchronization meeting for Developers.
The Scrum Framework: Structure and Flow
Scrum Events: Sprint, Planning, Daily, Review, Retro
Allowing Sprint Reviews to become one-way presentations instead of interactive working sessions with stakeholders.
The Scrum Framework: Structure and Flow
Scrum Events: Sprint, Planning, Daily, Review, Retro
Skipping or shortening the Sprint Retrospective, thereby losing valuable opportunities for continuous process improvement.
The Scrum Framework: Structure and Flow
Scrum Events: Sprint, Planning, Daily, Review, Retro
Not adhering to the time-boxes for events, which can lead to inefficiency and wasted time.
The Scrum Framework: Structure and Flow
Product Backlog
Ordered list of all known product needs.
The Scrum Framework: Structure and Flow
Product Goal
Long-term objective for the Scrum Team.
The Scrum Framework: Structure and Flow
Sprint Backlog
Sprint Goal, selected items, and plan for Increment.
The Scrum Framework: Structure and Flow
Definition of Done
Formal description of quality for an Increment.
The Scrum Framework: Structure and Flow
Scrum Artifacts: Product Backlog, Sprint Backlog, Increment
Imagine a 'P' for Product Backlog, pointing to a 'G' for Goal. Then a 'S' for Sprint Backlog, pointing to a 'G' for Goal. Finally, an 'I' for Increment, pointing to a 'D' for Done. PPG-SGD-IDD!
The Scrum Framework: Structure and Flow
Scrum Artifacts: Product Backlog, Sprint Backlog, Increment
Memorize the specific commitment for each artifact: Product Backlog -> Product Goal, Sprint Backlog -> Sprint Goal, Increment -> Definition of Done. The exam frequently tests these direct associations.
The Scrum Framework: Structure and Flow
Scrum Artifacts: Product Backlog, Sprint Backlog, Increment
Confusing the Sprint Backlog as a static, unchangeable list once the Sprint starts.
The Scrum Framework: Structure and Flow
Scrum Artifacts: Product Backlog, Sprint Backlog, Increment
Believing that the Increment is only created at the very end of the Sprint.
The Scrum Framework: Structure and Flow
Scrum Artifacts: Product Backlog, Sprint Backlog, Increment
Not understanding that the Definition of Done applies to every Product Backlog item that is part of an Increment.
The Scrum Framework: Structure and Flow
Definition of Done (DoD)
Formal description of Increment's quality state.
The Scrum Framework: Structure and Flow
Quality
Meeting specified standards and user expectations.
The Scrum Framework: Structure and Flow
Potentially Releasable
Increment is usable and ready for deployment.
The Scrum Framework: Structure and Flow
Technical Debt
Future rework caused by choosing easy solutions now.
The Scrum Framework: Structure and Flow
The Definition of Done: Ensuring Quality and Transparency
DoD: Don't Overlook Details! It's about ensuring everything is truly DONE, not just 'mostly done.'
The Scrum Framework: Structure and Flow
The Definition of Done: Ensuring Quality and Transparency
The exam often tests the ownership and purpose of the DoD. Remember: Developers are responsible for creating and adhering to it, and its primary goals are transparency and quality for the Increment.
The Scrum Framework: Structure and Flow
The Definition of Done: Ensuring Quality and Transparency
Confusing the DoD with a Sprint Goal or acceptance criteria for a single Product Backlog item.
The Scrum Framework: Structure and Flow
The Definition of Done: Ensuring Quality and Transparency
Allowing different Developers to have their own interpretation of 'done' without a shared, explicit DoD.
The Scrum Framework: Structure and Flow
The Definition of Done: Ensuring Quality and Transparency
Not updating the DoD as the product or technology evolves, leading to outdated quality standards.
The Scrum Framework: Structure and Flow
Flow
The continuous movement of work and value through the Scrum Framework.
The Scrum Framework: Structure and Flow
The Scrum Framework: A Unified Flow
Remember 'TEA' for Transparency, Empiricism, Adaptation – the core principles that drive Scrum's flow. Just like a good cup of tea needs all its ingredients!
The Scrum Framework: Structure and Flow
The Scrum Framework: A Unified Flow
The exam often tests your understanding of how the Scrum pillars (Transparency, Inspection, Adaptation) are supported by specific events and artifacts. For example, the Daily Scrum primarily supports Inspection and Adaptation, while the Increment and its Definition of Done primarily support Transparency and Inspection.
The Scrum Framework: Structure and Flow
The Scrum Framework: A Unified Flow
Viewing roles, events, or artifacts as optional or standalone components.
The Scrum Framework: Structure and Flow
The Scrum Framework: A Unified Flow
Failing to connect feedback from one event (e.g., Sprint Review) back into an artifact (e.g., Product Backlog).
The Scrum Framework: Structure and Flow
The Scrum Framework: A Unified Flow
Not understanding that the entire framework exists to enable empirical process control.
The Scrum Framework: Structure and Flow
Self-Managing Team
Team empowered to decide 'how' to do its work.
People & Teams: Collaboration and Dynamics
Cross-Functional Team
Team with all skills needed to deliver an Increment.
People & Teams: Collaboration and Dynamics
Empowerment
Giving authority and responsibility to the team.
People & Teams: Collaboration and Dynamics
Autonomy
Freedom to make decisions and act independently.
People & Teams: Collaboration and Dynamics
Building Self-Managing and Cross-Functional Teams
Imagine a 'CROSS' (cross-functional) road where every lane (skill) leads to the same destination (Increment), and the drivers (team) are 'SELF-MANAGING' their own cars (tasks) without a traffic cop (manager) telling them exactly when to shift gears.
People & Teams: Collaboration and Dynamics
Building Self-Managing and Cross-Functional Teams
The exam often tests the distinction between 'self-organizing' (older term) and 'self-managing' (current Scrum Guide term). Remember, self-managing teams decide 'how' to do the work, while the Product Owner decides 'what' to build. Also, know that a cross-functional team has ALL the skills needed, not just some.
People & Teams: Collaboration and Dynamics
Building Self-Managing and Cross-Functional Teams
Confusing self-managing with 'no management' or 'anarchy'; teams still operate within goals and Scrum framework.
People & Teams: Collaboration and Dynamics
Building Self-Managing and Cross-Functional Teams
Believing cross-functionality means every individual must have every skill; it means the team collectively has all skills.
People & Teams: Collaboration and Dynamics
Building Self-Managing and Cross-Functional Teams
Assuming the Scrum Master dictates how the team should be self-managing or cross-functional, rather than coaching and facilitating.
People & Teams: Collaboration and Dynamics
Timeboxing
Setting a maximum fixed length for an event.
People & Teams: Collaboration and Dynamics
Active Listening
Fully concentrating on, understanding, and responding to what is being said.
People & Teams: Collaboration and Dynamics
Parking Lot
A technique to defer off-topic but important discussions for later.
People & Teams: Collaboration and Dynamics
Fist of Five
A quick consensus-building technique using hand signals.
People & Teams: Collaboration and Dynamics
Visual Facilitation
Using visual aids to make discussions clearer and more engaging.
People & Teams: Collaboration and Dynamics
Servant-Leader
A leader who focuses on the growth and well-being of their team.
People & Teams: Collaboration and Dynamics
Non-Violent Communication
A communication process for resolving conflict peacefully.
People & Teams: Collaboration and Dynamics
Facilitation Techniques for Effective Scrum Events
F.A.C.E. Scrum: Focus, Actively listen, Coach, Empower. Remember these four actions for great facilitation!
People & Teams: Collaboration and Dynamics
Facilitation Techniques for Effective Scrum Events
The PSM I exam emphasizes that the Scrum Master ensures Scrum events are positive, productive, and kept within their timeboxes. Look for questions about how the Scrum Master helps the team achieve the purpose of each event without dictating content.
People & Teams: Collaboration and Dynamics
Facilitation Techniques for Effective Scrum Events
Dominating the conversation or offering solutions instead of guiding the team to find their own.
People & Teams: Collaboration and Dynamics
Facilitation Techniques for Effective Scrum Events
Failing to enforce timeboxes, allowing events to drag on and lose focus.
People & Teams: Collaboration and Dynamics
Facilitation Techniques for Effective Scrum Events
Ignoring conflicts or allowing them to escalate without intervention, damaging team trust.
People & Teams: Collaboration and Dynamics
Coaching
Guiding individuals/teams to find their own solutions.
People & Teams: Collaboration and Dynamics
Mentoring
Sharing experience, knowledge, and direct advice.
People & Teams: Collaboration and Dynamics
Self-organization
Teams manage their own work without external direction.
People & Teams: Collaboration and Dynamics
Continuous Improvement
Ongoing effort to enhance products, services, or processes.
People & Teams: Collaboration and Dynamics
Powerful Questions
Open-ended questions that provoke thought and insight.
People & Teams: Collaboration and Dynamics
Stance
The role or position a Scrum Master adopts.
People & Teams: Collaboration and Dynamics
Coaching and Mentoring for Team Growth and Performance
To remember the difference: 'Coach' asks 'How?' 'Mentor' says 'Here's how!'
People & Teams: Collaboration and Dynamics
Coaching and Mentoring for Team Growth and Performance
The PSM I exam often tests your understanding of the Scrum Master's servant-leader role, which includes coaching and mentoring. Look for questions that describe scenarios where the Scrum Master helps the team or organization improve without dictating solutions. Keywords include 'facilitates self-organization,' 'removes impediments,' 'coaches the Product Owner,' and 'helps the Development Team.'
People & Teams: Collaboration and Dynamics
Coaching and Mentoring for Team Growth and Performance
A common mistake is for a Scrum Master to always provide direct solutions instead of coaching the team to find their own, hindering self-organization.
People & Teams: Collaboration and Dynamics
Coaching and Mentoring for Team Growth and Performance
Confusing coaching with telling; a coach guides, a mentor tells.
People & Teams: Collaboration and Dynamics
Coaching and Mentoring for Team Growth and Performance
Failing to adapt the stance (coach/mentor/teacher/facilitator) based on the team's needs and maturity level.
People & Teams: Collaboration and Dynamics
Conflict Resolution
Process of resolving disagreements constructively.
People & Teams: Collaboration and Dynamics
Stakeholder
Individual/group with interest in or impact on the product.
People & Teams: Collaboration and Dynamics
Mediation
Facilitating a discussion between conflicting parties to find a solution.
People & Teams: Collaboration and Dynamics
Expectation Management
Setting and maintaining realistic goals and outcomes with stakeholders.
People & Teams: Collaboration and Dynamics
Conflict Resolution and Stakeholder Management
To manage 'STAKEHOLDERS,' remember: S-et expectations, T-ransparency, A-lign goals, K-eep communicating, E-ngage regularly, H-ear feedback, O-wn the process, L-ead by example, D-evelop trust, E-mpower team, R-esolve conflicts, S-upport Product Owner.
People & Teams: Collaboration and Dynamics
Conflict Resolution and Stakeholder Management
The PSM I exam often tests your understanding of the Scrum Master's role in facilitating, not dictating, conflict resolution. Look for keywords like 'coach,' 'facilitate,' 'remove impediments,' and 'teach' when answering questions about these scenarios.
People & Teams: Collaboration and Dynamics
Conflict Resolution and Stakeholder Management
Trying to solve all conflicts yourself instead of empowering the team to self-organize towards a solution.
People & Teams: Collaboration and Dynamics
Conflict Resolution and Stakeholder Management
Ignoring stakeholder concerns or failing to communicate transparently about progress and challenges.
People & Teams: Collaboration and Dynamics
Conflict Resolution and Stakeholder Management
Assuming all conflicts are negative; some conflict can lead to better ideas if managed constructively.
People & Teams: Collaboration and Dynamics
Servant Leadership
A leadership philosophy focused on serving the needs of others to empower their growth.
Scrum Master Stances: Leading with Influence
Cross-Functionality
Having all the skills needed within the team to create value without external dependencies.
Scrum Master Stances: Leading with Influence
Servant Leadership and Coaching for Scrum Masters
Think of a 'COACH' as a 'Curious Observer Asking Challenging Helps.' They don't tell you the answer; they help you find it!
Scrum Master Stances: Leading with Influence
Servant Leadership and Coaching for Scrum Masters
The PSM I exam often presents scenarios where you must choose the most appropriate Scrum Master stance. Look for keywords indicating the team needs to 'discover,' 'own,' or 'find their own solution' – these point to coaching. If the team lacks basic knowledge, teaching is better. If they need advice, mentoring. If the path is blocked, impediment removal.
Scrum Master Stances: Leading with Influence
Servant Leadership and Coaching for Scrum Masters
Falling into the trap of 'telling' the team what to do instead of 'asking' questions to guide them.
Scrum Master Stances: Leading with Influence
Servant Leadership and Coaching for Scrum Masters
Confusing coaching with mentoring; coaching focuses on self-discovery, mentoring on sharing experience.
Scrum Master Stances: Leading with Influence
Servant Leadership and Coaching for Scrum Masters
Not adapting the stance to the situation; using coaching when teaching or impediment removal is more appropriate.
Scrum Master Stances: Leading with Influence
Facilitation
Guiding a group to achieve objectives collaboratively.
Scrum Master Stances: Leading with Influence
Time-boxing
Setting a maximum duration for an event.
Scrum Master Stances: Leading with Influence
Just-in-time teaching
Providing instruction precisely when needed.
Scrum Master Stances: Leading with Influence
Scrum Police
A derogatory term for a Scrum Master who rigidly enforces rules.
Scrum Master Stances: Leading with Influence
Facilitating and Teaching Scrum
To FACILITATE and TEACH: F-ocus, A-dapt, C-ommunicate, I-nspire, L-isten, I-nitiate, T-ailor, A-sk, T-rain, E-mpower, A-ssess, C-oach, H-elp.
Scrum Master Stances: Leading with Influence
Facilitating and Teaching Scrum
The PSM I exam often tests your understanding of the Scrum Master's role in ensuring Scrum events are productive and within their time-boxes. Look for questions about how a Scrum Master helps a team improve its process or interact with stakeholders.
Scrum Master Stances: Leading with Influence
Facilitating and Teaching Scrum
Being too prescriptive: Dictating how the team must work instead of guiding them to self-organize.
Scrum Master Stances: Leading with Influence
Facilitating and Teaching Scrum
Ignoring team dynamics: Failing to address conflicts or disengagement during events.
Scrum Master Stances: Leading with Influence
Facilitating and Teaching Scrum
One-size-fits-all teaching: Using the same approach for all audiences, regardless of their needs.
Scrum Master Stances: Leading with Influence
Impediment
Anything that hinders the Scrum Team's progress or performance.
Scrum Master Stances: Leading with Influence
Internal Impediment
Obstacle within the Scrum Team's direct control.
Scrum Master Stances: Leading with Influence
External Impediment
Obstacle outside the Scrum Team's direct control, needing external help.
Scrum Master Stances: Leading with Influence
Impediment Log
A record used by the Scrum Master to track identified impediments.
Scrum Master Stances: Leading with Influence
Mentoring and Removing Impediments
To remember the Scrum Master's role in impediments, think 'S.M.A.R.T.': See it, Mentor/Manage it, Act on it, Resolve it, Track it!
Scrum Master Stances: Leading with Influence
Mentoring and Removing Impediments
The exam often tests your understanding of the Scrum Master's role in removing impediments. Remember that the Scrum Master doesn't always solve the problem directly but facilitates its resolution, especially for internal impediments. Keywords to spot: 'facilitates', 'coaches', 'removes obstacles'.
Scrum Master Stances: Leading with Influence
Mentoring and Removing Impediments
Solving every problem for the team instead of empowering them to solve their own internal impediments.
Scrum Master Stances: Leading with Influence
Mentoring and Removing Impediments
Ignoring impediments, hoping they will resolve themselves, leading to prolonged issues.
Scrum Master Stances: Leading with Influence
Mentoring and Removing Impediments
Failing to track impediments, resulting in forgotten or unresolved blockers.
Scrum Master Stances: Leading with Influence
Change Agent
A person who initiates and manages change within an organization.
Scrum Master Stances: Leading with Influence
Organizational Helper
Assists the entire organization in adopting and improving Scrum.
Scrum Master Stances: Leading with Influence
Systemic Impediment
An obstacle rooted in organizational structure, policy, or culture.
Scrum Master Stances: Leading with Influence
Organizational Agility
Ability of an organization to adapt quickly to market changes.
Scrum Master Stances: Leading with Influence
Empirical Process
Making decisions based on observation and experimentation.
Scrum Master Stances: Leading with Influence
Status Quo
The existing state of affairs, often challenged by change agents.
Scrum Master Stances: Leading with Influence
Scrum Master as Change Agent & Organizational Helper
Imagine a 'CHAnge' agent wearing an 'ORG'anizer belt, helping everyone. CHAnge = Change Agent, ORG = Organizational Helper.
Scrum Master Stances: Leading with Influence
Scrum Master as Change Agent & Organizational Helper
The PSM I exam emphasizes that the Scrum Master serves the organization by leading, training, and coaching in its Scrum adoption, planning, and implementation. Look for keywords like 'organization,' 'stakeholders,' 'management,' and 'systemic impediments' in questions.
Scrum Master Stances: Leading with Influence
Scrum Master as Change Agent & Organizational Helper
Believing the Scrum Master's responsibility ends with the Scrum Team.
Scrum Master Stances: Leading with Influence
Scrum Master as Change Agent & Organizational Helper
Trying to force organizational change rather than facilitating it.
Scrum Master Stances: Leading with Influence
Scrum Master as Change Agent & Organizational Helper
Ignoring systemic impediments because they seem too large to tackle.
Scrum Master Stances: Leading with Influence