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Exam Code: Scrum-Master-Certified Practice exam 2022 by team
Scrum-Master-Certified Scrum Master Certified

Exam Number : Scrum Master Certified
Exam Name : Scrum Master Certified
Examination structure: questions from all chapters, testing both understanding as well as identification
Question structure: multiple choice
Extensive examination practice and feedback is included in the workshop.
Students will receive an examination link at end of the training. The examination consists of:
• 40 compulsory questions; No negative marking
• One hour

Participants will become familiar with the concepts, advantages, and challenges of the Scrum methodology.
• Participants will be equipped with the knowledge needed to be the Scrum Master or developer in their organizations and help their organizations adopt Scrum methodology. Furthermore, participants will develop an understanding of all the roles in Scrum.
• Participants will have experience carrying out a Scrum project through simulated case studies.
• Participants will gain knowledge to identify and anticipate issues related to the practical implementation of scrum.
• Participants will be armed with the proper tools to address, resolve, and take the lead on Scrum issues in their organizations.

Introduction to SCRUM and AGILE
• Introduction to Agile
• Overview of Adaptive Project Management and comparison with Waterfall
• History of Agile and Overview of the various methods of Agile Product Development
• Overview of SCRUM, characteristics of SCRUM methodology
• Advantages of using SCRUM
• End of chapter quiz
Roles in SCRUM
• Overview of SCRUM roles
• Product Owner- Roles and Responsibilities
• Scrum Master- Roles and Responsibilities
• Development Team- Roles and Responsibilities
End of chapter quiz
Planning in SCRUM
• Overview of SCRUM process flow
• SCRUM Pre-project Meeting: overview, Product Vision development
• Product Backlog: overview, developing the Backlog
• User Stories: overview, layout, developing User Stories
• Release Planning: overview and guidelines
• End of chapter quiz
Sprint Planning Meeting
• Overview of Sprint Planning Meeting
• Objective definition and task estimation
• Sprint Backlog: overview, developing the Backlog
• Estimation of tasks: planning estimation game
• Product Backlog Grooming: overview, need, grooming process
• Acceptance Criteria for User Stories
• End of chapter quiz
Daily Scrum and Post-Sprint Meetings
• Daily Stand-up Meetings: overview, attendees
• Rules for conducting Daily Stand-ups.
• Sprint Burn Down Chart- description, relevance and advantages
• Sprint Review Meeting: overview, attendees, rules
• Sprint Retrospective Meeting: overview, attendees, rules
• End of chapter quiz
Practical Implementation Considerations for SCRUM
• SCRUM for large projects: implementation challenges
• Chief Product Owner: responsibilities and roles in large projects
• Transition to SCRUM: resistance to change, implementation considerations
• Mapping traditional roles to SCRUM
• Distributed teams in SCRUM
• Maintaining stakeholder involvement
• End of chapter quiz

Scrum Master Certified
Scrum Certified mission
Killexams : Scrum Certified mission - BingNews Search results Killexams : Scrum Certified mission - BingNews Killexams : Kanban Vs. Scrum: Which Is Right For You?

Editorial Note: We earn a commission from partner links on Forbes Advisor. Commissions do not affect our editors' opinions or evaluations.

Implementing Agile usually means ascribing to one of two distinct approaches: Kanban or Scrum. Each method enjoys its share of staunch supporters, but that doesn’t mean that one is inherently superior to the other. They each have good qualities that can aid you in getting your projects done on time. We will look at Kanban vs. Scrum, discuss the nature of each approach and offer suggestions to help you decide which Agile system is right for you.

Kanban vs. Scrum At a Glance

We’ll get into these concepts in more detail later on. For now, here’s a brief overview of how Scrum and Kanban stack up.

Comparing Scrum and Kanban makes it easy to see what each method emphasizes and where they strongly differ. But to understand further, you’ll need a better understanding of the philosophical breakdown of each and how teams typically approach one or the other.

What Is Kanban?

The simplest way to describe Kanban is the process of visualizing your workflow. It is one of the more popular project management methodologies used today, and can apply to teams in many different industries. It features a series of steps carefully laid out to monitor each part of an overall project as it moves toward completion. Kanban is an anti-bottleneck system where everyone keeps tabs on tasks, ensuring there are not too many items trapped in the “in progress” state.

Kanban not only allows you to lay the visual groundwork for how to complete tasks, but it also helps keep everyone accountable. Team members see what needs to be done and prioritize accordingly. Kanban helps you spot potential blockages, giving you a chance to strategize ways to remove them before the team gets bogged down.

Kanban Boards

As Kanban is a visual approach, teams tend to use boards to monitor tasks as they move through the value stream. It might be a physical board that includes pinned notecards or sticky notes, or a digital one with each section highlighted a different color.

It’s possible to label each column on a Kanban board according to the predictable “to do,” “in progress,” and “done” distinctions. However, it might also describe workflow according to orders received and the process of shipping them out.

Kanban boards are beneficial because they allow a team to see what they need to finish up. They also help Kanban users closely monitor how long it takes each aspect of the project to move across the board toward completion. These boards boost efficiency by allowing teams to decide what tasks are taking too long or might no longer be a priority.

Why Kanban Teams Often Lack Dedicated Roles

Unlike Scrum teams, Kanban teams do not necessarily require strict job roles. Priorities could shift, making it necessary to introduce new team members to complete specialized tasks and cycle out those who have completed their portion of the project. Kanban’s quick and straightforward approach to adaptability means that team members could exchange responsibilities rather than have everyone limited to a series of static duties.

Although specified roles aren’t necessary, there are a couple of notable positions that a Kanban team might feature:

  • Service Delivery Manager: Sometimes referred to as the SDM, Flow Manager, or Flow Master, this person is primarily concerned with improving workflow efficiency. They achieve this by holding regular meetings, monitoring the board to assure work tasks aren’t blocked and communicating with team members to ensure they’re hitting task deadlines.
    Additionally, service delivery managers look for opportunities to minimize waste and streamline the workflow process. They also keep track of policy compliance and track customer satisfaction.
  • Service Request Manager: While a service delivery manager strives to keep the team efficient, a Service Request Manager (SRM) is ultimately concerned with customer satisfaction. The SRM is typically in charge of the starting point of incoming projects. They lead discussions that prioritize each part of a project, ultimately with the intention to provide the best value to clients.

With the SDM and SRM roles, it’s entirely possible to appoint specific team members to these positions. However, it’s also possible to coordinate the entire team so everyone takes on at least one aspect of anticipated SDM and SRM responsibilities. If one were looking for a Scrum equivalent, the Service Delivery Manager would be closest to a Scrum Master, while the Service Request Manager could be compared to a Product Owner.

What Is Scrum?

If you ever played or watched rugby games, you’re probably familiar with a “Scrum.” In terms of Agile-centric practices, Scrum references a simple framework employed by organizations, businesses or individuals. Scrums break down complex, overarching projects into smaller increments, with each part completed over a predetermined block of time known as a “sprint.”

Scrums adhere to five fundamental values: courage, focus, commitment, respect and openness. It is up to team members, primarily the Scrum Master, to check that everyone is adhering to these core principles every step of the way.

While Kanban teams emphasize a continuous flow, Scrum teams are far more focused on the concept of empiricism. They are inclined to make decisions according to information gained from the process and customer feedback. This data is continuously looped in through each subsequent sprint, helping the group elevate end product quality moving forward.


Sprints refer to a fixed box of time during which Scrum teams aim to finish an end product of the highest possible quality. Sprints may last a week or occupy an entire month. They’re crucial to chipping away at complex projects by breaking them down into a series of smaller tasks.

It is crucial to note that Scrum users do not use this method with real-time adaptability in mind. Whatever the starting goal is for the sprint, that’s what team members deliver at the end, all without sacrificing quality. Once the Scrum team analyzes related data and the Product Owner or customers share their feedback, that information gets used in planning future sprints.

Scrum Ceremonies

Scrum ceremonies, or Scrum meetings, play an essential part in the success of sprints. You can break these meetings into five types: sprint planning, daily Scrums (also called stand-ups), iteration reviews, retrospective and product backlog refinement.

  • Sprint planning: At the beginning of a sprint, the Product Owner, Scrum Master and Developers all meet. The Product Owner reveals the product backlog and associated priorities. Together, the team decides the length of the sprint according to how long they believe it will take to deliver a high-quality end product.
  • Daily Scrums or stand-ups: A quick morning meeting, usually 15 minutes on average. They are known as “stand-ups” because they are often so brief that no one has a chance to sit down. The Product Owner, Scrum Master and Developers quickly check in. Members share what they completed the previous day, what they hope to accomplish that day and inform the team of any potential issues. Though they go fast, these daily Scrums are crucial for transparency, accountability and avoiding any potential blockages.
  • Iteration reviews: These occur at the end of the sprint. Stockholders might join this meeting, but it’s generally not required. Reviews present a chance for the Scrum team to share what they accomplished. For quality control, team members should only highlight their work if it meets the minimum standards for completion. As so much hard work goes into sprints, the tone is generally one of congratulations and a sense of mutual pride.
  • Retrospective: Following reviews, the team gathers to take a careful look at the outcome of the sprint. What worked well or slowed down the process? What are customers saying about the end product? This internal and external feedback plays a crucial role in setting the tone for future sprints.
    It’s not just a matter of criticism; it’s critiquing in an actionable way, helping the Scrum team to accomplish more and at higher speeds.
  • Product backlog refinement: Product backlog refinement represents an opportunity to tidy up the product backlog by adding details, adjusting estimates or changing priorities. It’s not an official event, so it’s not always referenced. Typically, these meetings occur near the end of a sprint and often feature questions raised during the initial planning phase.

Some Scrum ceremonies may run for hours or a few minutes; it typically depends on the nature of the meeting and the allotted time for the sprint in question.

Scrum Team Roles

While the average Scrum team includes between three and nine members, there’s technically no limit to how many or few people an organization can add. That said, there are three roles that are essential to Scrum team collaboration and success:

Product Owner

The most important part of a Product Owner’s job is making sure the Scrum team collaborates efficiently and that they’re delivering high-quality results. They do this by monitoring and adding to the Scrum backlog and helping to determine what items will be pulled from it and assigned to the development team.

Product Owners also handle the planning process, which includes determining the end goals for each sprint. As these end products could be delivered any time during a sprint, this Scrum team member must pay close attention to how customers receive the result and share that information with team members tasked with upgrades and improvements.

Product Owners must also maintain stakeholder expectations, often communicating with them throughout the project process and updating the team regarding feedback and any necessary future changes.

Scrum Master

Scrum Masters are chiefly concerned with team management and ensuring the Scrum is progressing successfully. They act as the link between Developers and Product Owners.

When connecting with Developers, they break down the project into a series of increments, organize Developers’ specific roles and discuss expectations toward achieving a specific outcome. Scrum Masters behave as subordinates to Product Owners, helping them to not only manage the backlog, but also with planning and breaking down projects into achievable increments.

Scrum Masters act as cheerleaders for Scrum, promoting the concept to the rest of the company and helping everyone to better understand its value and the best ways to make it work.


Developers are ultimately responsible for getting everything done. It could be one person in the role or a team made up of several people. They are encouraged to self-organize, meaning they can behave confidently in their role and even expand beyond it at times. In meetings, Developers share where they are with their parts of the project, contributing to team transparency and accountability. This helps everyone recognize potential problem areas and brainstorm solutions.

Kanban vs. Scrum: Key Differences

Kanban and Scrum are both Agile frameworks, but each system has its values and priorities. Understanding their main differences makes it easier to determine what each method offers and which might work better for your company or organization.

Scheduling Cadence

Scrum cadences are all about speed, while Kanban cadences focus on flow. Scrum sprints combine velocity with efficiency as the end of each experience brings valuable data to make future sprints faster and more effective. It’s not that Kanban teams move slower; their method allows team members to adapt to issues and change during the process rather than at the end.

Important Metrics

Kanban and Scrum metrics are useful in their own ways, helping teams keep track of success according to what each Agile method chooses to prioritize.

Kanban Metrics

Kanban is all about a constant, ever-looping flow, so bottlenecks are an ongoing concern. For that reason, the Work In Progress (WIP) limit is a vital metric, preventing too many projects from sitting in the “in progress” column. The Cumulative Flow Diagram (CFD) also aids in reducing bottleneck problems by visualizing workflow and letting Kanban teams keep track of each item.

Although Kanban doesn’t emphasize speed to the same degree as Scrum, it does matter. Lead time and cycle time are metrics that matter to Kanban teams as they play a direct role in shortening project completion time.

Scrum Metrics

In Scrum, teams measure outcomes using velocity, which is the total number of story points completed in a sprint. Referencing story points, instead of setting deadlines based on dates and times, helps teams only commit to taking on as much product backlog as they feel they can reasonably handle during a sprint. A team with a velocity of 35 points would struggle with a backlog of 50 points.

Philosophy Regarding Change

Though both are Agile, Kanban and Scrum methodologies strongly disagree on how to handle change. Scrum users take the need to make changes into consideration, but only at the end of a process. Meanwhile, Kanban teams adapt immediately and as needed.

Popular Software Tools

Kanban users want software that allows them to see the process and each step from beginning to end. Many of today’s most popular project management tools offer Kanban functionality. Additionally, they’ll want a product that lets them spot problems such as bottlenecks and quickly plan ways around them. Some of the most popular Kanban-related software includes:

Not only do Scrum teams rely on programs to aid with sprints, but Scrum-based software also typically includes helpful tools such as backlog management, time estimations and Scrum boards. Some of the most popular Scrum software services are:

Atlassian’s Trello and Jira Software get recommended to both Kanban and Scrum teams, which isn’t too surprising. They each possess the visual, bottleneck avoiding qualities that would appeal to Kanban teams while also offering Scrum teams a method to stay organized and break down tasks into more manageable, bite-sized chunks.

Which One Is Best for You?

Knowing which method works best for you is as simple as understanding which one better aligns with your organization’s philosophy and preferred approach to completing complex projects.

Scrum is best if you:

  • Care about customer feedback and wish to make improvements accordingly
  • Are concerned with breaking down projects into a series of increments
  • Prefer to make changes after completing a sprint rather than adapting in real time
  • Want to use story points instead of date- and time-based deadlines
  • Want clearly defined roles for team members and cross-functional capabilities

Kanban, meanwhile, is more suited to your needs if you:

  • Want to guard against bottlenecks and too many projects “in progress”
  • Seek a method that allows you to visualize everything from beginning to end
  • Want to be able to adapt to change quickly and course-correct as necessary
  • Aren’t interested in cross-collaboration or having purely defined team roles
  • Create feedback loops that contribute to long-term efficiency and streamlining

It might be possible that you combine aspects of each approach. For instance, a Scrum team might make use of Kanban boards. But in the end, it comes down to beliefs and probably testing which system meets your specific needs the best.

Frequently Asked Questions

Is Kanban better than Scrum?

Neither methodology is “better” than the other outright; rather, each is best suited for different situations. Kanban approaches projects with the concept of visualizing the entire process from beginning to end while avoiding having too many objectives as “in progress.” Meanwhile, Scrum teams break up complex projects into a series of “sprints.”

Are Kanban and Scrum part of Agile methodology?

Both Kanban and Scrum are considered to be Agile in nature; it’s just that the priorities in each methodology and approach to completing tasks differ significantly.

How many people should you add to a Scrum team?

There are three basic roles in Scrum: Product Owner, Scrum Master and Developer. Therefore, it is common for teams to have at least three people. On average, teams have between three and nine members.

How do you choose between Kanban and Scrum?

It helps to have a basic understanding of both methodologies before making a decision. Kanban is a great choice if you want to view the status of many parts of a project at once, but only focus on a few tasks at a time. Agile is better for teams that want to use “story points” instead of dates & times to set deadlines, and want to use retrospectives for constant cycles of feeback.

Is Agile for software development only?

No. Others have found success with Agile—or at least using certain components of Agile—outside of software development. Folks in the automotive, R&D, and other industries have found success in Agile. Stand-up meetings are common in a variety of work environments, from restaurants to boardrooms. Kanban boards are popping up everywhere, like on whiteboards at law offices and on windows in property management offices.

Are there other types of project management methodologies to consider besides Kanban and Scrum?

Yes, there are several options available when it comes to project management methodologies. For example, there is the waterfall method, which follows a linear path and often has between five or six different phases that rely on the deliverables provided by the previous phase. Another option is the lean method, of which the Kanban is part. The lean project management method is geared toward reducing waste and delivering value in a short period of time. Others that you might consider include extreme programming (XP), critical path method (CPM) rapid action development, Six Sigma or a hybrid of two or more of these methods.

Mon, 05 Dec 2022 11:24:00 -0600 Toni Matthews-El en-US text/html
Killexams : When, Why and How Facilitation Skills Help Scrum Teams

Key Takeaways

  • Healthy and self-managing Scrum Teams don’t always need explicit facilitation. Two factors that can help a facilitator decide the level of facilitation (none, light, medium and strong) they should apply to an interaction are the team’s effectiveness and their contextual complexity;  
  • Effective facilitation is participatory, promotes a healthy environment, transparent, focused and purposeful, which are principles that provide a backdrop for the techniques a facilitator can use;  
  • Silence is okay and acceptable as an opportunity to invite silent reflection if a facilitator helps participants offer their opinions and ideas in alternative ways ensuring that they are heard, especially in a sea of louder voices;
  • Facilitators should not quash conflict in team discussions for the sake of "harmony," because not only will the tension escalate, but conflict is a mechanism for discovering diverse ideas;
  • Facilitation requires mindfulness and adaptability and is a skill that can be developed to help teams focus on reaching their desired outcomes, not just many elaborate techniques.

Scrum provides guardrails and context for a Scrum Team’s work, freeing them to focus on contributing their collective experiences and diverse perspectives to solve complex problems. This collaboration can be very powerful, but isn’t always easy when it exposes conflicting ideas that lead to disagreements about what to do and how to work. Teams who do not address these issues can live in a cycle of indecision that impedes both their creativity and productivity. 

Effective facilitation helps teams to leverage creative differences in a positive way, guiding team members to frame their discussions with clear purpose and to more effectively engage with one another. This allows them to reach consensus (shared agreement) without dictating a solution and create shared responsibility for their results. Of course, facilitation done poorly is worse than no facilitation at all, and it’s not always required. Ineffective and misused facilitation can be annoying and intrusive, impeding effective conversations rather than enabling them. 

Facilitation is intrinsically built into the Scrum framework with its 5 events (Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective and the Sprint itself), because they each prescribe a purpose and have a timebox (a maximum amount of time for the event). In Scrum, the person facilitating typically uses a light touch, nudging the team just enough to empower them to collaboratively find their own answers to problems.

How much facilitation?

People with higher emotional intelligence naturally sense how much facilitation is needed, when to pull back and when to apply more structure. But, mindfulness and good communication skills are not always enough. Facilitators should still consider “how much facilitation?” and “what type of facilitation?” when facilitating Scrum Team interactions.

We find that the level of facilitation varies from none to strong, depending on two main factors as shown in Figure 1:

  1. Team Effectiveness - A team’s ability to collaborate effectively,  deliver value, self-heal and self-manage 
  2. Contextual Complexity - The complexity of the situation, the type of agreement, consensus and commitment the team needs within their context. Factors include the internal and external environments teams operate in and where individual team members are located (all face to face or remote vs hybrid)

Figure 1: Levels of Facilitation, by Patricia Kong and Glaudia Califano

Keep in mind that the state of a team is not constant, so a team needs different support based on its own effectiveness and context. For instance, imagine an all-remote, globally dispersed Scrum Team who is highly effective with a track record of great collaboration and value delivery. During a brainstorming session, they probably do not need any facilitation. They live in the upper left hand quadrant of Figure 1. As they plan for the MVP for a new product and create Product and Sprint Goals during Sprint Planning in a complicated hybrid session, the increased contextual complexity moves them to the upper right hand quadrant, so light to medium facilitation would be appropriate. If we fast forward and this same team struggled through a terrible Sprint and just received news that their company is laying off 10% of its workforce, a facilitator will likely find that they need to apply stronger facilitation because everyone is to some degree stressed and distracted. Their effectiveness has lowered moving the level of facilitation needed to the bottom right hand quadrant. 

What type of facilitation to use?

You can find many useful facilitation techniques on the Internet such as Graphic Facilitation and Liberating Structures. Many facilitators assume that they should know as many of these as possible, but that’s not the case. Icebreakers, cool drawings, and other different facilitation techniques only work when they are applied purposefully toward an objective. 

 An effective facilitator can rely on five core principles: participatory, healthy, transparency, process, and purposeful to understand what technique might be useful as they adapt to different team situations. 



Focusing on the intention and purpose of the interaction is especially important as teams increasingly exist in remote and hybrid environments.

A team builds trust when they are able to be transparent with each other in a healthy environment where each person feels their voice is heard and appreciated. Team members take into account each other’s differences and resolve disagreements in the pursuit of building on each other’s ideas for something better, but it’s hard work. One way a team can manage themselves is through a working agreement that they co-create for their ideal working environment. The team can inspect and adapt and fall back on that working agreement when interactions go amiss. 

With or without a working agreement, the Scrum Team still discusses their work and interactions during the Sprint. But what happens when not everyone participates and conflict builds? What can you do as a facilitator to help a team bond and make decisions that everyone can stand behind?

Silence creates space for people to speak

Mary, a Developer on the Scrum Team, volunteered to facilitate Sprint Planning to help the team plan and create a goal for the Sprint. Last Sprint, some of her Developer colleagues didn’t speak much during planning, except to answer the Product Owner’s questions, and even that was a struggle. She did notice that when they started working, team members complained about the Sprint Goal and how they didn’t feel like it was relevant to the product. This Sprint Planning session, Mary wants to encourage the team members to engage and speak up. She begins by asking the Product Owner to present the objective and asks all the quiet team members to talk one at a time.

In this scenario, Mary knows she should encourage participation, especially with quieter team members. What she may not realize is that even if the team members speak and participate in conversation, it does not necessarily mean that they feel they are in an environment where their ideas are welcome and valuable. As a facilitator, Mary needs to create space for everyone to explore all ideas in order to build a shared understanding and consensus by allowing enough time for each individual to express their different opinions. A participatory style of facilitation allows the entire team to commit toward the Sprint Goal.

Giving quieter people the space to speak first is well-intentioned, but will surely be awkward and may backfire on Mary. Groups typically have people who are more vocal and quick to offer their points of view and also people who are more quiet and introspective. This balance can be complementary. More often than not, dominating voices push more passive members into a decision that they don’t entirely buy into, so they fall into groupthink. Groupthink can look like a person saying “yes” to agree with others (usually the loud and powerful) to not upset the balance of the team or setting. Or, it can look like a person not participating, ”I’m ok - whatever everyone else wants.” Down the road, these people will question the value of their input and the validity of discussions, ultimately feeling that decisions are forced upon them. In Mary’s scenario, it’s how the team feels about the Sprint Goal. 

...but that space has to be safe for people to engage

When I’m looking to encourage participation, balance the volume of the voices, honor a culture where silence is preferred, or to generate ideas, asking an open question and having everyone participate by silently writing their ideas on sticky notes (physically or virtual) is an effective way to kick-off and invite conversation. For instance, in the case of Mary’s Sprint Planning, she can ask the Product Owner to come prepared to share customer needs for the Sprint with the rest of the team and ask, “What do you think we could do as a team to meet these unmet needs?.” The team can respond by writing their opinions on individual sticky notes. When the team reviews the answers together, Mary could use techniques like fist of five or roman voting to gauge whether ideas are understood and also to open a discussion to trigger better understanding. In this case, Mary’s team is better aligned to make a decision and feels accountable for the Sprint Goal that is selected.

Facilitators can help struggling teams move through these types of experiences and learn to tolerate the stress of creative conflict, because they trust that their ideas are considered. The team builds a safe environment for themselves and members confidently offer feedback, ask questions and disagree, without the fear of rejection and embarrassment looming over them. Sam Kaner describes this experience as moving through the Groan Zone in his book, “Facilitator’s Guide to Participatory Decision-Making.” 

Conflict can be positive, but you have to manage it

Stress levels run high when two vocal members in the team, Minal and Linda, clash during the Sprint Retrospective. Minal expresses her disappointment with how little progress the team made during the Sprint. She adds sarcastically that maybe it was because of how they decided to implement the work, which was originally Linda’s idea. Linda responds quickly in a defensive tone, and calls out that Minal is always quick to point out what’s wrong but doesn’t contribute many suggestions of her own. The Retrospective delves into a tense back and forth between them and the Scrum Master who is facilitating the Retrospective, firmly stops their argument. The Scrum Master moves the discussion to improvement ideas for the team, and many items around managing work in progress and exploring new technologies are suggested, but ultimately the team is stuck at an impasse of what to carry forward. The timebox ends and the Scrum Master calls an end to the Sprint Retrospective with no plans for the team on how to improve. 

When tensions run high in a conversation, one of the worst things to do is to skirt over or halt the disagreement, because if managed correctly, a team that can resolve the conflict will Strengthen its integrity. Instead, a facilitator might suggest a temporary break to lower the temperature of the discussion and remind everyone that we’re all human and that the tense area of the Groan Zone exists. Facilitation does not always have to be elaborate.

Effective facilitation does not start and end with a session. Clearly Minal and Linda have pent up frustration that has been building at least since Sprint Planning. In this case, a facilitator should look back and consider previous conversations and events like their Sprint Planning and Daily Scrums. Were these issues brought up? If yes, how were opinions received and considered? If not, why not? The lack of alignment shows that the team clearly did not work through the Groan Zone. Following up with Minal and Linda after the Sprint Retrospective to gauge their working relationship and see how they felt about the outcome of the event could be helpful. It’s also an opportunity to ask them for feedback on how they thought the event was facilitated. 

…and you may have to sacrifice timeboxes and your agenda

I imagine as the end of the timebox approached for the Sprint Retrospective, the Scrum Master felt weary and considered a few choices, one - scramble and quickly decide what the team should work on, two - ask the team to stay longer until they choose something to work on, or three - end the meeting because the timebox was over. By choosing the third option, the Scrum Master’s facilitation did not help the team meet the purpose of the Retrospective. 

When facilitators and participants run short on time, they tend to gloss over next steps. Managing time carefully is important, but a facilitator should treat agendas flexibly and not end valuable conversations just to adhere to schedule especially when they are advocating for next steps. A facilitator can have a good plan and focus but still come up short in effectiveness if the team did not make the necessary decision or create the results they needed to make a decision to progress. 

… to drive to decision

Teams should consider how decisions will be made to avoid the confusion and stagnation that Minal and Linda’s team experienced. Their Scrum Team made many suggestions on how they might work to Strengthen their team, but did not decide on what ideas to move forward. The Scrum Master on Minal and Linda’s team could have asked the team members to group their similar ideas together and then use dot voting to select the top 3 ideas that they’d try. This activity works well in-person, and even better virtually with a virtual white board if team members would like to vote anonymously. However, this technique would only work successfully if they agreed in advance to vote and make decisions based on the majority sentiment. Majority vote is one way to make a decision, and has its pros and cons. A pro is that a team can make a decision relatively quickly, whereas a con is that not everyone may support the chosen ideas of the majority. 

Other common decision rules include: 

  • Unanimous vote (all)
  • Consent (no objection to moving forward)
  • Person in charge decides after discussion
  • Person in charge decides without discussion
  • Delegate
  • Flip a coin

Each of these decision-making rules has positive and negative effects. A facilitator and the team should consider the stakes at hand, consensus needed and time constraints. 


Whether a person is internal or external to the team, anyone the Scrum Team chooses, can facilitate. If you are a member of the Scrum Team and also facilitating, communicate the stance you are taking clearly. Otherwise, you risk confusing the team about your involvement. For instance, there may be situations during a Scrum Event, like the Sprint Retrospective, where you are facilitating but would also like to participate as a team member. In that instance, clarify when you’re participating as a team member versus facilitating. 

The next time you’re facilitating an interaction, keep the facilitation principles in mind as well as the level of facilitation the Scrum Team needs. Facilitation is only helpful when it enables a purposeful and participative environment in which people feel safe to engage, learn and collaborate.  

Thu, 17 Nov 2022 05:24:00 -0600 en text/html
Killexams : Scrum Master

We are looking for a Scrum Master that has experience and proven track in managing projects within an Agile Custom Development and Integration environment. The successful Scrum Master will be responsible for owning the delivery of numerous Agile projects on an end-to-end basis in demanding customer environments.
The successful candidate must have minimum 5 years’ experience in

  • Scrum and/or SAFE Certified
  • At least 4 years’ experience in as a Scrum Master
  • Must have experience working within a Custom Development Environment/Project
  • Experience in leading complex teams

12 Month Contract
Hybrid work model
Location preference – Gauteng

Desired Skills:

  • Scrum Master
  • SAFe
  • Custom Development Environment
  • Project
  • Team Leading

Learn more/Apply for this position

Tue, 15 Nov 2022 10:00:00 -0600 en-US text/html
Killexams : England’s frail scrum betrays their rich history

Immediately before South Africa’s final Test in New Zealand in 1937, a great ex-Springbok called Paul Roos sent a telegram to the team. It contained three words of advice – “skrum, skrum, skrum.” You will not need a translation from the Afrikaans.

South Africa was the spiritual fount of scrummaging. Between the early 1900s and 1956, and because of their faith in the scrum as an ultimate weapon, they never lost a Test series.

Last weekend, they founded their thumping victory over England on the unbendable Frans Malherbe on the tight-head side of the scrum. They demonstrated again that front-up, well-wielded power is still the engine. Because of their superiority even the ball England won caught them on the back foot.

Alongside the mighty Frans,

Sat, 03 Dec 2022 10:01:00 -0600 en text/html
Killexams : South Africa made the scrum their weapon against England but rugby’s set piece remains an eyesore

A very fine and famous coach once said to me, “What’s the point of a fat prop?” The clarion call for the scrum technicians – another way of describing props whose functions extend little further than the sport’s trademark set piece – resounded loud and clear a week ago in Cardiff as Georgia’s scrum steamrolled Wales to defeat. Prop power overturned the hosts as history was made.

But exceptions prove rules. Scrums have not been the dominant force of the November internationals; mostly a way to restart the game after an error or an attempt to kid the referee into awarding penalties that lead to kicks to the corner or at goal. Cynical coaching has damaged the scrum’s reputation. In the minds of some, it

Sat, 26 Nov 2022 08:22:00 -0600 en text/html
Killexams : Autozam Scrum monster truck is the 2022 Hot Wheels Legends Tour winner

After spending months touring the planet in search of the wildest custom-built vehicle, Hot Wheels has selected the winner of the 2022 Legends Tour. It chose a 1992 Autozam Scrum nicknamed Texas Toot that was transformed into a massive, one-of-a-kind monster truck.

Before it earned a spot in the Hot Wheels catalog of 1/64-scale cars, Texas Toot lived a humble life as one of the countless mini-trucks zig-zagging across Japan. It was designed to comply with the country's strict kei regulations, so it's seriously small: It stretches around 130 inches long and 55 inches wide in its standard configuration and is powered by a mid-mounted, 660-cubic-centimeter three-cylinder engine.

That was in 1992. Fast-forward to 2020 and this Scrum found its way to the United States and ended up in Craig Meaux's garage in Beaumont, Texas. It gained 30-inch wheels wrapped by tractor tires, a five-foot suspension lift, a Chevrolet-sourced 454-cubic-inch V8 engine, and a 250-shot nitrous kit, among numerous other modifications. It's hard to miss, and train horns ensure it's heard as well as seen.

"I wasn't expecting to win, so this is a dream come true. I wanted to create something that no one else had. I didn't have previous experience with this sort of fabrication, so it's awesome that it came out the way it did and to have everybody enjoy the truck," Meaux said.

Texas Toot beat some seriously impressive cars. The list of 2022 Legends Tour finalists includes a Buick V8-powered 1956 Volkswagen Beetle, a 3,000-horsepower Porsche 928-based dragster, and a 1927 Wayne Ford school bus. Like previous winners, Texas Toot will join the Hot Wheels catalog of 1/64-scale cars in the coming months, so it will appear in toy chests and model-car collections all over the world.

"The competition was strong in 2022, but turning a Japanese mini truck into a monster truck was hard to beat," said Ted Wu, Mattel's global head of design for vehicles, in a statement. "As the first truck to be crowned since the inception of the Hot Wheels Legends Tour, we hope Craig’s passion project inspires builders and fans from around the world to set big goals and follow their dreams."

Fri, 25 Nov 2022 01:09:00 -0600 en text/html
Killexams : John Morrison Gives Candid Thoughts On CM Punk's AEW All Out Scrum

The former WWE Intercontinental Champion then shared his thoughts on Punk's infamous post-show scrum. "He's one of the people that changed the course of the industry, and it's never cool to see anybody like that get hurt. What I think is funny is how he dealt with it because in some ways he just lashed out at the entire AEW roster. Whether they deserved it or not, I don't know. From his point of view, they did." Morrison stated that he can't say he would've handled the situation the same way, but noted that is what CM Punk is "known for."

Morrison had positive things to say about his time in the ring with Punk over the years. "I've wrestled the guy, not recently, but probably close to 100 times," Morrison stated. "At the beginning, we were butting heads quite a bit. It took like 20 matches, and then after that ... I thought our chemistry was on point and he became one of my favorite opponents." Morrison and Punk had a lengthy feud in 2007 during the "WWE ECW" days. Both men fought each other for the "WWE ECW" World Heavyweight Championship, each coming away victorious at different points.

Mon, 21 Nov 2022 19:25:00 -0600 en-US text/html
Killexams : Scrum Master – Gauteng saon_careerjunctionza_state

We are looking for a Scrum Master that has experience and proven track in managing projects within an Agile Custom Development and Integration environment. The successful Scrum Master will be responsible for owning the delivery of numerous Agile projects on an end-to-end basis in demanding customer environments.
The successful candidate must have minimum 5 years’ experience in

  • Scrum and/or SAFE Certified
  • At least 4 years’ experience in as a Scrum Master
  • Must have experience working within a Custom Development Environment/Project
  • Experience in leading complex teams

12 Month Contract
Hybrid work model
Location preference – Gauteng

Desired Skills:

  • Scrum Master
  • SAFe
  • Custom Development Environment
  • Project
  • Team Leading

Learn more/Apply for this position

Tue, 15 Nov 2022 10:00:00 -0600 en-US text/html
Killexams : Andy Warwick challenges Ulster to set the tone from first scrum in crucial top of the table clash against Leinster

Let’s start with the scrum.

t can be bewildering or just frustrating to behold and, depending on how things are going, a useful weapon or impediment to remaining on the front-foot in any given game.

It’s also worth pointing out that it is often spoken of as an area no-one knows much about really, save the front rows.

Scrums may resemble little more than a tangle of limbs which inevitably flop to earth but, don’t be beguiled, the engagement is highly technical and a fundamental function for those who are paid to be at the very coalface, the place of direct engagement between the props and hookers on either team.

Andy Warwick has accumulated quite some knowledge on matters pertaining to the scrum over what is more than a century-and-a-half of appearances.

Yes, but, as with all the modern game’s props, there is so much more to be done around the field with ball-carrying, hitting rucks and defending as well as mauling both front and back-foot, all to be delivered when going about one’s work.

All true, but it still all boils down to the scrum.

“I’d say the first scrum sets the tone for the rest of the game,” Warwick explains.

“If you go well in it, confidence rises in the front row and whole team. The other way round and boys are thinking they’re maybe going to have a bad day, so the first scrum is very important.”

Warwick expands on the theory that all can stem from how the front row are going.

“For us as a front row unit, it’s all about connections, being together and making sure we do the same thing, depending on what we’re wanting to do, and that we’re all on the same page.

"I think we’ve put a lot of work into that.”

It’s just the same with the maul.

He explains: “We drill it enough and know exactly where we should be, there’s an odd time something can go wrong but we know where we should be, and you have to get as quickly into position as you can and add your weight and make sure you’re specific at what you’re doing.

“In the last game against Leinster,” he adds referring to September’s defeat to Leo Cullen’s squad, Ulster only reverse so far this season, “some of it didn’t go according to plan but hopefully we can learn from that and bring it into this week.”

Yes, tomorrow it’s Leinster again.

It’s worth noting that Warwick started in both games against them in the previous term when Ulster managed a rare thing of beating their southern neighbours both home and away.

Indeed, November 2021’s victory in Dublin was the first one since 2013 with the one prior to that having been registered at the backend of the previous century.

Last season’s meeting at the RDS pitted Warwick up against Tadhg Furlong and he could be going up against the Ireland tighthead again tomorrow which, obviously, entails a certain amount of cramming on what Leinster are doing at scrum-time, as is the usual process when preparing to play any team, really.

“You have to analyse them (potential opponents) because they probably do change things every season, whatever angles they are deciding to go with as a unit and then what we do to counteract that,” adds the 31-year-old Ballymena native.

“It’s always a challenge against Leinster, going up against a British and Irish Lions front row basically.

"But I enjoy coming up against them and you definitely learn from each game.

“They are some of the best and I enjoy coming up against them because I see it as a real challenge.

"And I love going down to Leinster and playing that away game because I know it’s such a challenge.

"But we have to go and prove a point.”

Warwick provided a reminder of his versatility in the closing minutes of last Friday’s victory over Zebre when he switched from loosehead to the tighthead side of the scrum following Jeff Toomaga-Allen’s injury-enforced departure, which was probably no bad thing to demonstrate to the coaching staff with Rory Sutherland around and Steven Kitshoff to come post-World Cup.

As Warwick explains: “When you prep the whole week for it, it’s a lot easier and you have been through the process, but it (the Zebre late switch) shows that any eventuality can happen, and you have to be prepared for it.”

Though he admits his one scrum at tighthead against the Italians didn’t go too well, it is a position Warwick is familiar enough with and he recalls packing down against Cian Healy in the early days of the Ulsterman’s career back in 2014.

Still, he has to address the fact that regarding his primary position, at loosehead, a Scotland international and British and Irish Lion is currently at Ravenhill and a Springbok World Cup winner is on his way.

“It’s great having that quality coming in,” he adds, referring to Sutherland and Kitshoff, “and it’s going to make the squad better and make me better to see what they do and how they approach the game and how they approach the scrum.

“And, look, all I can do is try and do my best and that’s all you can worry about.

“I’ll try to keep on improving. That’s all you can do really but they’ll add to the squad and there’ll be a lot of competition so that will be good.”

Tomorrow, though, watch for when that first scrum arrives.

Thu, 01 Dec 2022 21:53:00 -0600 en text/html
Killexams : This Autozam Scrum Monster Truck Wins the Hot Wheels Legends Tour
  • The 2022 Hot Wheels Legends Tour winner is Craig Meaux and his 1992 Autozam Scrum.
  • This Autozam Scrum kei truck was transformed into a big-block Chevy-powered monster truck over the last two years.
  • Dubbed ‘Texas Toot,’ this hilarious custom rig will be transformed into a Hot Wheels diecast.

Once again Hot Wheels wraps its exciting Legends Tour and crowns the winner that will become immortalized as a 1/64th scale toy. While last year crowned the hilariously cool ’69 Volvo P1800 gasser, this year went a different direction. Taking home top honors from this year’s Legends Tour is a 1992 Autozam Scrum. Now, this obviously isn’t a stock kei truck. No, it’s been transformed into a cartoonishly small monster truck.

This kei truck made its way from Japan to its builder Craig Meaux’s garage in 2020. In only two years this once lowly work vehicle was modified into a high-riding, big-block-Chevy-powered custom rig. Riding on a five-foot lift, this micro-monster truck dwarfs previous Legends Tour winners despite its diminutive start. The 454-CID Chevrolet feeds a three-speed automatic transmission and can inhale nitrous at the touch of a button. This all rests on a set of custom 30-inch wheels.

If you don’t live near Meaux in Beaumont, Texas, or have the ambition to tackle a project like this yourself, don’t worry. This ‘Texas Toot’ Scrum can join your collection as a diecast copy. Like previous winners before, Meaux’s rig will join the Hot Wheels roster of 1/64th scale toy cars. Though, Hot Wheels is also using this latest Legends Tour to kick off its new program dubbed “Where Legends are Made.” This new program is more adult facing, according to the brand, and will try to engage car enthusiasts all over the world through fashion, gaming and, of course, car shows.

If you think you have what it takes in your garage to be the next Hot Wheel’s Legends Tour winner, well, you’ll have your shot next year. The 2023 tour schedule still hasn’t been released, but it probably won’t deviate too far from this year’s schedule.

Have a favorite Legends Tour winner? Tell us below.

Wesley Wren has spent his entire life around cars, whether it’s dressing up as his father’s 1954 Ford for Halloween as a child, repairing cars in college or collecting frustrating pieces of history—and most things in between.
Wed, 16 Nov 2022 09:56:00 -0600 Wesley Wren en-US text/html
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