Expect uncertainty and manage for it in a project
The scrum master is the chief architect in the management of risks and changes. Risk management, resolution, acceptance, or transfer of risks is one of the primary roles of a scrum master. Also, the management of change during the execution of a sprint is the primary responsibility of the scrum master. The scrum master will be responsible for the following aspects of expecting and managing uncertainty:
● Proactively identify or acknowledge risks
● Risk Assessment
● Risk Prioritisation
● Risk Management
● Risk Communication
Risk management requires continuous communications, evaluation and inspection to quickly adapt to the needs of the market. The declaration of interdependence recognizes that this is an area requiring the focus of all impacted persons on a project.
Unleash creativity and innovation
Agile scrum values people over processes. The declaration of interdependence takes this a step further by recognizing that creativity must be embraced, encouraged and an environment established where it is nurtured. It is the job of the scrum master to remove impediments to team member progress. User stories are created with the input of the team but, are purposely left high level to give execution team members the latitude to develop as they best understand. The scrum master is responsible for ensuring that feature development is not dictated to the team members but, that requirements and guidelines are established.
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