Increasing the return on investment
The first principle aligns with the scrum master’s role in maximizing the Return on Investment (ROI) by the continuous inspect and adapt model prevalent throughout Agile Scrum. This begins with the examination and refinement of features into executable user stories. Feature definition and re-definition provide an interconnected means by which to continually place the features with the highest value to an organization at the top levels of priority. The scrum master’s connectivity continues through the sprint retrospective where the project team evaluates the quality of the delivery, process improvements and has an opportunity to determine if the Definition of Done (DoD) is achieved in alignment with the ROI.
Deliver reliable project results
The declaration of interdependence successfully continues with a realization that to deliver Agile Scrum projects that a scrum master will not only connect with project team members but, also with end users who are sometimes the purchasing customers. Frequent engaging provides critical input to reduce rework, technical debt, and product misunderstandings. Scrum masters who can guide the team in facilitated Agile ceremonies will encourage the product owner to utilize the insights of customers (formally and informally) to evaluate the quality of feature definitions. It is during the sprint review that the customer value is highest in determining if the feature definition meet the fit, form and required purpose.
Expect uncertainty and manage it in a project
Agile scrum embraces the fact that projects and markets will change. Scrum works to deliver the highest priority features to the market as fast as possible to take advantage of conditions that align with maximum value.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios