Unleash creativity and innovation
Likewise, project team members should have direct contact with end users during the sprint review ceremony. It is the job of the scrum master as a facilitator to support open communication and demonstration of the innovation that team members employ in delivering features.
Boost team performance
Scrum masters facilitate the calculation of story points to determine velocity in the delivery of features. As scrum teams progress through multiple sprints, the scrum master will identify areas of possible improvement with the input of the project team members to facilitate an environment where there is shared accountability for improvements. The project team members who perform the tasks are the individuals responsible for calculating velocity. The scrum master will project their time so this critical task can be accomplished. The scrum master should frequently review performance to validate that project teams are estimating time appropriately and are not being asked to deliver to un-achievable standards.
Improve effectiveness and reliability
Agile Scrum is comprised of ceremonies and artifacts that support the rapid delivery of features based on value and the Definition of Done. The scrum master must facilitate the various ceremonies and support the team by managing the adherence to Agile scrum processes and practices. The scrum master does not dictate but, should be a valued team member that can guide the rest of the team as well as stakeholders in using the correct techniques. As the team goes through the iterative cycle of inspecting and adapting sprint backlog prioritization, sprint reviews, and sprint retrospectives will be used to establish norms that value improvements through the life of the project.
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