PSM™ Scrum Master
Workbook
(PSM1 Exam Prep)
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express written permission, distribute or commercially exploit the content. Nor may you transmit it
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Scrum Course Workbook
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TABLE OF CONTENTS
How to use this Workbook
4
Scrum.org Professional Scrum Master Level 1 Exam
5
Assessment Details
Module One: An Introduction to Scrum
6
7
Watch Video entitled: Why Move to Agile?
7
Watch Video Entitled: Iterative Delivery
8
Watch Video Entitled: Agile Manifesto
10
Watch the Teaching Toolbox: Definition of Done
12
Watch Teaching Toolbox: Artifacts
13
Watch Teaching Toolbox: Scrum Values
14
Watch Teaching Toolbox: Empiricism
15
Module Two: Scrum Roles
16
Watch Video Entitled: Roles in Scrum
16
Build a Profile: Product Owner
17
Build a Profile: Development Team
18
Scrum Roles Transition Game
20
Watch Video Entitled: Servant Leadership
21
Watch Teaching Toolbox: Facilitation
22
Watch Teaching Toolbox: Coaching & Mentoring
23
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Watch Teaching Toolbox: Agile EQ
24
Watch Teaching Toolbox: Providing Feedback
25
Module Three: Planning with Scrum
26
Watch Video Entitled: Stakeholder identification
26
Watch video Entitled: Project Selection
27
Watch Video Entitled: Identifying Business Value
29
Watch Video Entitled: User Stories
30
Watch Video Entitled: Grooming the Backlog
33
Watch Video Entitled: Release Planning
36
Module Four: The Scrum Framework
39
Scrum Events
39
Watch Video Entitled: Sprint Planning
40
Watch Video Entitled: Daily Scrum Meeting
42
Watch Video Entitled: Review Meeting
43
Watch Video Entitled: Retrospective Meeting
45
Appendix I: Leadership Style Questionnaire
46
Appendix II: Release Planning Exercise
55
Business Case
55
Feature List
58
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How to use this Workbook
Welcome to the Scrum training course from DCM Learning.
This course workbook is designed to help you to take notes as you work through the interactive
modules, exercises and videos that make up this course. This can then be used to assist you in
preparing your assessments, as well as being a practical ‘aide memoire’ for you in your role as
Scrum Master.
The activities and recommended reading reinforce your learning on this course and we would
encourage you to complete them all.
NOTE: This workbook is for your own use and does not need to be submitted to your tutor.
Further Learning
If you are enjoying this course, you may be also interested in our PSPO Product Owner course,
just because you have an Agile team capable of moving quickly this doesn’t mean they are
moving towards the right goal. Product Owners are responsible for pointing the teams towards the
right targets and product owner certification ensures you have the right skills to guide your team.
This course covers all the key Scrum principles, how to formulate a product vision, how to
prioritise and maintain the product backlog, create a viable release plan and how to work with the
Scrum Master and development team.
You can find further information on the DCM Learning PSPO Product Owner course here, or
please contact our team today:
DCM Learning PSPO Product Owner
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Scrum.org Professional Scrum Master Level
1 Exam
Link To PSM1 Certification Overview
The Professional Scrum Master Level 1 assessment tests your fundamental knowledge of Scrum.
The assessment is taken online and is available to anyone who wishes to hold a credential that
validates their knowledge. While no training is needed before taking the exam, this course will
help you prepare for the assessment. The PSM1 exam is hard, while reading the Scrum Guide
and taking the Open Assessment is a good start, it’s not enough to prepare for the exam. The
course you are undertaking will help you with context for the assessment as well as help you
understand the real world application. As part of the course you are recommended to study the
following material before taking the assessment:
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Professional Scrum Competencies
Understanding & Applying the Scrum Framework
Managing Productivity with Scrum
Scrum Master learning Path
Post training and initial revision, it is recommended that you take the Scrum Master Open
Assessment and keep doing so until you are happy with the results. In addition it is recommended
you take both of the following open assessments to help gain a baseline for your knowledge and
an additional perspective of accountabilities:
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Scrum Developer Open Assessment
Product Owner Open Assessment
In addition, the following links and recommended reading material may help you with additional
needed context and references:
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Scrum Glossary
Blogs
Forum
Recommended Reading Material
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Remember you will need to be very familiar with the Scrum Guide, The version you will need to
use is the November 2020 edition. Please refer to the following if you have also started studying
the November 2017 edition prior to starting the course:
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Scrum Guide 2020 Updates
Assessment Details
Buy Assessment Password
Assessments are in English only. Assessment passwords do not expire and remain valid until
used. Only 1 attempt of the exam per password purchased.
Assessment Details:
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Fee $150.00 USD per attempt
Pass Score: 85%
Time Limit: 60 minutes
Number of Questions: 80
Format: Multiple Choice, Multiple Answer & True / False
Certification on successful completion of the exam:
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Industry recognise PSM1 certification
Use of the PSM1 logo
Name will be posted publicly on the scrum.org website
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Module One: An Introduction to Scrum
Watch Video entitled: Why Move to Agile?
This video will help provide context as to which organisations choose to adopt agile as their
method of product / project delivery.
My notes on Why Move to Agile?
It’s helpful to see how other organisations have adapted to Agile and embraced Scrum as their
chosen Agile method. Please use this link to find helpful case studies for reflection.
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Watch Video Entitled: Iterative Delivery
Having a detailed understanding of what incremental delivery is, and the benefits of using it are
vital for a Scrum Master.
My notes on Iterative Delivery
Use the following articles to expand your knowledge and understanding on iterative delivery:
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Your Process is failing you
A better way than staggered iterations for delivery
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Learning Activity
Practice how you would explain to a group of business executives the benefit to the organisation
of using iterative delivery over sequential delivery. Use this section to note your key points and
then create a three page powerpoint presentation. Why not give this presentation to someone
who is unfamiliar with iterative development and see if they clearly understand the benefits by the
end of your presentation.
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Watch Video Entitled: Agile Manifesto
This video looked at the 4 Values and 12 Principles of the Agile Manifesto. A Scrum Master’s
ability to promote and reinforce this manifesto is essential for successful agile implementation.
My notes on the Agile Manifesto
The following links provide additional reference material on the agile manifesto:
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agilemanifesto.org
Is it time to Evolve Beyond the Agile Manifesto?
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Learning Activity
List 10 ways promoting the agile manifesto would help your organisation and scrum team;
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Watch the Teaching Toolbox: Definition of Done
Learning Activity:
Without looking at the scrum guide, write out your explanation of the definition of Done, then
check your answer against the Scrum Guide definition.
Additional reference material on the Definition of Done:
1. Getting Started with a definition of Done
2. How Done is your Definition of Done
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Watch Teaching Toolbox: Artifacts
Learning Activity
Without looking at the scrum guide, write out your explanation of the Scrum Artifacts, then check
your answer against the Scrum Guide definition.
Additional reference material on the Scrum Artifacts:
1. An introduction to Scrum Artifacts
2. Scrum Infinity stones
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Watch Teaching Toolbox: Scrum Values
Learning Activity;
Without looking at the scrum guide, write out your explanation of the Scrum Values, then check
your answer against the Scrum Guide definition.
Additional reference material on the Scrum Values:
1. 5 Metaphors to explain the scrum values
2. 4 Ways to coach with the scrum values
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Watch Teaching Toolbox: Empiricism
Learning Activity
Without looking at the scrum guide, write out your explanation of Empiricism, then check your
answer against the Scrum Guide definition.
Additional reference material on Empiricism:
1. The Three Pillars of Scrum
2. Empiricism is an Essential Element of Scrum
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Module Two: Scrum Roles
Watch Video Entitled: Roles in Scrum
My notes from the Scrum Team and roles in scrum.
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Build a Profile: Product Owner
Build a profile for a product owner including the following information: Role Definition, Skills
Required, Key Responsibilities;
Links and further reading:
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Product Owner v Project Manager
Product Owner Interview Questions
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Build a Profile: Development Team
Build a profile for the team of developers including the following information: Role Definition, Skills
Required, Key Responsibilities.
Links and further reading:
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20 Questions from New Scrum Master to the Development Team
Evolution of the Development Team
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Build a Profile: Scrum Master
Build a profile for the Scrum Master including the following information: Role Definition, Skills
Required, Key Responsibilities;
Links and further reading:
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Scrum Master Interview Questions 1
Scrum Master Interview Questions 2
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Scrum Roles Transition Game
Use the table below to add your answers from the Scrum Roles Transition Game;
Product
Owner
Scrum
Masters
Developers
Other
Management
Integration
Scope
Cost
Time
Quality
HR (Team)
Communications
Risk
Procurement
Stakeholders
Notes and take away points from the Transition Game exercise:
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Watch Video Entitled: Servant Leadership
My notes on Servant Leadership.
See Appendix One for Leadership Style Questionnaire
Extra Reading Material:
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Servant Leadership 101: 4 Ways to raise the bar
What is Servant Leadership
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Watch Teaching Toolbox: Facilitation
Learning Activity
Without looking at the scrum guide, write out your explanation of facilitation in Scrum, then check
your answer against the Scrum Guide definition.
Additional reference material on Facilitation in Scrum:
1. Scrum Master: The master of the art of facilitation
2. The Scrum Master as a facilitator
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Watch Teaching Toolbox: Coaching & Mentoring
Learning Activity
Without looking at the scrum guide write out your explanation of coaching and mentoring
Additional reference material on coaching and mentoring:
1. The Scrum Master as a mentor
2. 6 Coaching tips for scrum masters
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Watch Teaching Toolbox: Agile EQ
Learning Activity
Without looking at the scrum guide, write out your explanation of Agile EQ.
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Watch Teaching Toolbox: Providing Feedback
Learning Activity
Without looking at the scrum guide, write out your explanation of providing feedback.
Additional reference material on providing feedback:
1. Not all feedback is created equal
2. Agile coach toolkit 7: Straight Feedback
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Module Three: Planning with Scrum
Watch Video Entitled: Stakeholder identification
My notes on Stakeholder Identification
See Appendix One for Leadership Style Questionnaire
Extra Reading Material:
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Actual Stakeholders? Or just an audience?
The Scrum Values from the perspective of stakeholders
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Watch video Entitled: Project Selection
Learning Activity
Describe topics and questions a business case would need to address in your own product /
project environment?
Write out how you would explain to stakeholders the difference between a scope statement and a
vision statement.
List 3 benefits you can see for a product owner creating a vision statement, describe how the
charter and business case would help the product owner document the vision statement?
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What did you learn about the way the product owner and stakeholder work together to create a list
of features derived from the vision statement?
Is the Vision Statement the same as the Product Goal? Explain…
Additional material to consider…
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10 Tips for the Product Owner on the Product Vision
Scrum Guide 2020 Update – Introducing the Product Goal
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Watch Video Entitled: Identifying Business Value
Learning Activity
Things I want to remember about business drivers from the course lessons.
Thinking back to a project I have worked on, how would I describe the top three Business Drivers
for that project (remember keep it simple)…
Something to read on business value:
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10 Tips for Product Owner on (Business) Value
Product Owner: Product Value Maximizer
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Watch Video Entitled: User Stories
My notes on the User Stories.
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Learning Activity
Write out how you would explain the difference between a Story and an Epic.
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What are the 3C’s?
As a scrum master why would it be important to introduce the scrum team to the invest model?
Useful article: User Stories are needs described from the
business perspective
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Watch Video Entitled: Grooming the Backlog
My notes on grooming the backlog.
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Learning Activity
How would you explain the role of the following in the Grooming meeting?
Product Owner
Developers
Scrum Master
As a scrum master how would you explain to the team the reason for story estimation based on
relative complexity not time?
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What is a Story point and why are they unique to the team that created them?
Describe how you would explain to the developer the modified Fibonacci sequence and why it is
used for estimation?
What benefit, in addition to gaining an estimate, comes from planning poker?
Something to think about, and maybe a different take on story points and velocity:
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Why do we use story points for estimating?
Myth 9: Story points are required in scrum
Moving beyond velocity
Scrum Myths: Velocity = value?
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Watch Video Entitled: Release Planning
My notes on release planning.
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Learning Activity
How would you explain to stakeholders how MoSCoW works?
Learning Exercise
Childs Bike: What category would each feature fit into if prioritising with MoSCoW?
Feature
Category
Two wheels and a frame
Ability to adjust the saddle to accommodate growth
Brakes for safe stopping
Bell or Horn to alert others of proximity
Stabilisers or the ability to fit them
Front suspension
Valves for inflating
Pedals
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How do Business Drivers help with Prioritisation?
Notes on how a product owner uses velocity to help in release planning…
Useful ideas:
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Ideas on how to improve your product backlog management techniques
When product backlog is a mess
The art of product backlog refinement
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Module Four: The Scrum Framework
Scrum Events
Learning Activity
Use this chart to summarise the scrum events;
Event
Participants
Purpose
Time-Box
Output
Sprint
Planning
Daily
Scrum
Review
Meeting
Retrospective
Meeting
Take a look: Myth 11: In scrum, we spend too much time in meetings
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Watch Video Entitled: Sprint Planning
My notes on Sprint Planning.
Interesting Article: Remote Agile: Sprint Planning with distributed teams
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Learning Activity! Key Sprint Planning Points to remember…
Without looking in the Scrum Guide define the Sprint Goal, then check your answer in the Scrum
Guide…
What are the three Items for consideration in Sprint Planning?
Expand your knowledge around Sprint Planning:
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5 Do’s and Don’ts during sprint planning
Scrum Myths: Sprint Backlog fully built and assigned in sprint planning
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Watch Video Entitled: Daily Scrum Meeting
My notes on the Daily Sprint Planning Meetings.
Something to consider: Remote Agile (Part 8): Daily Scrum with distributed teams
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Watch Video Entitled: Review Meeting
My notes on the Review Meeting.
Something to consider: Remote Agile (Part 8): Daily Scrum with distributed teams
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Learning Activity
Why are stakeholders in attendance at the Review meeting, who decides which stakeholders will
attend?
In what sense is this a working meeting, not just a demo by the developers?
Expand your knowledge about the Sprint Review Meeting:
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Sprint Review: Much more than just a Demo
Myth 12: The Sprint Review is a Demo
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Watch Video Entitled: Retrospective Meeting
My notes on the Retrospective Meeting
Just to note: Scrum Guide changes: Planning Retrospective items into a Sprint Backlog
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Appendix I: Leadership Style Questionnaire
Leadership Style Self-Assessment Questionnaire
Complete the Leadership Styles questionnaire below. Interpret your scores as instructed and
review the Situational Leadership model in preparation for discussion during the workshop.
Below are sets of statements relating to the leadership task categories. Take each set of
statements (e.g., 1-4, 5-8, 9-12, 13-16, etc.) read them carefully and mark yourself as follows:
Most like me
Score 4
Third most like me
Score 2
Second most like me
Score 3
Least like me
Score 1
So for example, for the first set of statements you may feel, out of the four statements the third
one is the most like you. You should give this a score of four and so on.
STATEMENT
SCORE
Goal Setting
1
I think it is important to outline the task clearly
2
I believe I should tell people exactly what I accomplished
3
I’d prefer my team members to set their own detailed goals
4
I’d prefer to outline a task in broad terms to my team
**********************************************************************************************
5
Sometimes people don’t grasp what I am really after
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6
Sometimes I may be perceived as being too patronising when I am
setting tasks
7
People feel that I sometimes come across as too dictatorial
8
There is a danger that my team sometimes lacks a clear direction
**********************************************************************************************
Team Spirit
9
I’d like the team to develop their own ways of working together.
10
I feel I must make my team understand the importance of
working for each other.
11
I feel it’s important that I state quite clearly the role I want each
team member to play.
12
I like the idea of the team regularly meeting to share ideas.
**********************************************************************************************
13
I sometimes don’t give my team members enough freedom to
help each other.
14
We can spend too much time discussing issues without coming
to any constructive conclusions.
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15
I sometimes spend too much time with each individual to
allow enough time for the whole team to be together.
16
The team is sometimes so busy doing their own thing that
they can become fragmented.
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Communication
17
I feel I should tell everyone exactly what they need to know –
and no more.
18
I like people to take the time to tell me what is happening in their
work
19
I think it’s important that I regularly advise my staff so they
have a clear picture of what is going on.
20
I always like having the time to exchange information within the
team.
**********************************************************************************************
21
I sometimes learn about problems too late to take the
appropriate action.
22
People in my team sometimes feel they cannot raise
controversial issues.
23
I sometimes don’t know what my team really thinks about things
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24
Sometimes I spend too much time listening to others rather
than giving information myself.
**********************************************************************************************
Motivating
25
I believe that working closely with my staff inevitably makes
them more motivated.
26
I feel that allowing my team to have a free rein increases their
motivation
27
I like my staff to suggest ways in which I can motivate them
better
28
I feel that being direct is the best way of letting my staff know
how I feel about their job performance.
**********************************************************************************************
29
Sometimes the way I handle my staff doesn’t take into account
their personal motivational characteristics.
30
I can sometimes be overbearing when I am trying to get my staff
to accomplish a task.
31
Sometimes I spend too much time trying to find out what makes
my team tick.
32
People really have to be self-motivators in my team to do very
well
**********************************************************************************************
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Developing Discipline
33
I prefer looking for joint solutions to poor performance.
34
I feel that if I work closely with my staff it helps maintain discipline
35
I believe it is important to act in a direct way when I spot
poor performance.
36
I like my team to take full responsibility for maintaining high
work standards.
**********************************************************************************************
37
I suppose I can be a bit relaxed about disciplining my team.
38
I sometimes find it difficult to see why people don’t take
responsibility for their own work standards.
39
I sometimes find it difficult to switch from helping to
disciplining
40
Sometimes I may be a little harsh on poor performers.
**********************************************************************************************
Supporting
41
I like to point out to my staff what development plans I have for
them.
42
I think an open discussion is a good way to make people feel
there is support available.
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I feel that I should have close contact with my staff so that I will
find out their problems.
44
I think it’s important that my team know that I am available when
they need help.
**********************************************************************************************
45
Sometimes I try too hard to be pleasant with everyone in my
team
46
I can sometimes be too protective of my staff instead of letting
them learn from their own experiences.
47
I am sometimes seen as being too remote to be of help to my
team.
48
I suspect that staff tend not to come to me with their problems.
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Scoring: Put in the scores you gave for the following statements:
DIRECTING
2
7
11
13
17
23
28
29
35
40
41
48
1
6
10
15
19
22
25
30
34
39
43
46
4
5
12
14
20
24
27
31
33
37
42
45
3
8
9
16
18
21
26
32
36
38
44
47
TOTAL
COACHING
TOTAL
SUPPORTING
TOTAL
DELEGATING
TOTAL
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Leadership skills and actions in the four styles
Supporting
Coaching
● Assume the role of guide, listener,
● Combine instruction with coaching
facilitator, etc.
● Make yourself available for problem
counselling
● Continue to communicate widely and
be available for feedback
● Coach, mentor, train
●
●
●
●
● Specify objectives and leave the team
to decide how these will be achieved
● Encourage shared decision-making
and responsibility
●
●
questions
Spend time with each individual in the
team
Develop personal relationships based
on shared interests
Get to know the team individually
Concentrate on extensive daily
communication and interaction with
the team
Be directing, but encourage feedback
and contributions from the team
Continue to monitor performance and
reward positive behaviours
Delegating
● Clarify and agree on objectives with
the full participation of the team
● Give support if requested
● Reconcile difficulties if reported
● Provide information and technical
expertise if requested
● Represent the group to other groups
if necessary
Directing
● Instruct clearly and extensively
● Be clear about expectations and
procedures
● Develop an individual’s technical
knowledge
● Rigorously monitor performance
● Discipline constructively where
necessary
● Avoid interfering/monitor indirectly
● Be fair, but firm
● Attend to other aspects of leadership
● Praise and criticise justly
● Explore performance in an objective
setting
● Involve yourself fully in the daily
● performance of the team
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Appendix II: Release Planning Exercise
Business Case
Beer Rewards – New Product Business Case
Our credit card business has decided to expand its rewards loyalty program into the Young Adult
Market with a Beer Miles! rewards Credit Card product.
Market Dynamics
The U.S. Beer Market is a $40 Billion business
Market research has identified that the Young Adults market (21-27) is highly sensitive to a
beer rewards program. Estimates show that in this segment the response would be 1 million
converted YA accounts and 1 million new accounts in 12 months if the company were first to
market with this program. In addition the program would greatly increase transaction flow on
all of those accounts. The product has a 3 year NPV of $20 MM not counting the cost of
product development.
The Market research and NPV calculation included all of the features listed below. Past
product offerings of this type have taken 18 months and cost $10 MM. We believe that
competitors will enter the market in about 12 months.
Research shows that this age group’s purchasing behaviour values purchasing alcohol at
convenient locations.
Preliminary partner discussions with WaWa, 7-11, T.G.I. Fridays, and Capital Ale House all
discussions received a very favourable response from these prospects.
Feature additions drive customer retention.
The states of CA, UT, ID, MO, NY have restrictions on alcohol give-aways, but legal approved
products for all other States.
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Product features
Marketing has determined the optimal mix of features for this marketplace. Given the youthful
market, a significant online component is needed to attract these customers. Your company will
build this product with the latest online trends.
Customers can:
1. Sign up for the rewards program online
2. Invite their friends to sign up
3. Receive an online account to Freebeer! The beer rewards management portal
4. Share party photos, chat, and put up their own profile.
5. Join groups, such as their fraternity or sorority
6. Organize parties and send online invitations
7. Get news of upcoming events in their area
8. Earn Beer rewards points with every credit card purchase
9. See the rewards they have earned
10. See the products they can buy and their cost in points
11. Spend beer rewards with supplier partners
12. Apply for sponsorship for their event, team, etc.
13. Earn bonus points for purchases made with Rewards partners
14. Rewards can be redeemed for home brewery sets
15. Additional points can be earned for recycling for cans and bottles – Get Green!
16. Beer points can be traded for miles, eBay is a potential vendor
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17. Points can be redeemed for Alcohol Free Beer
18. Convert beer points into liquor points or wine points to expand the consumer base
Competitive information
We are potentially the first to market this product, but expect competitors to jump into the space
soon. We believe our first to market opportunity is 6-12 months. Based on initial estimates it will
take 1 year to develop all capabilities and we believe our closest competitor is approximately 6
months from launching a similar product.
Current Rewards infrastructure
We have infrastructure for a generic, configurable rewards points calculator for every account. We
do not have a fulfilment supplier for products earned with beer points.
Budget
A $250,000 budget has been approved for feasibility. You believe that this is sufficient for 3
months.
A $2,000,000 budget has been earmarked based on proven viability of the product.
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Feature List
Determine rules for program
Can sign up new customers for beer
rewards
5 Story Points
Establish a partnership for fulfilment
?
Customer can receive a statement with
their rewards
20 Story Points
Identify 2 additional national key players
for partnerships
15 Story Points
Customers can redeem beer points for a
selection of products
25 Story Points
Receive an online account to Free beer!
Capital One’s beer rewards management
portal
?
Determine test market strategy – creative,
mail, product, credit policy, channels
15 Story Points
Customers can redeem points real-time at
point-of-sale
15 Story Points
Customers can receive beer points for
purchases
100 Story Points
Customer can receive alerts informing
them of product specials
15 Story Points
Establish a partnership for fulfilment
?
Customers can see their rewards online
20 Story Points
Can sign up current card holders for beer
rewards
20 Story Points
Invite their friends to sign up
?
Share party photos, chat, and put up their
own profile
5 Story Points
Join groups, such as their fraternity or
sorority
125 Story Points
Organise parties and send online
invitations
30 Story Points
Get news of upcoming events in their area
30 Story Points
Spend beer rewards with supplier partners
70 Story Points
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Scrum Course Workbook
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Apply for sponsorship for their event,
team, etc.
Earn bonus points for purchases made
with Rewards partners
15 Story Points
Rewards can be redeemed for home
brewery sets
10 Story Points
Points can be redeemed for alcohol free
Beer
5 Story Points
Additional points can be earned for
recycling for cans and bottles – Get Green!
5 Story Points
Beer points can be traded for miles, eBay
is a potential vendor
60 Story Points
Convert beer points into liquor points or
wine points to expand the consumer base
90 Story Points
Procure and install hardware (90 day
duration)
80 Story Points
10 Story Points
Setup up QA web server
Setup QA database server
3 Story Points
Setup up production web server
5 Story Points
Setup production database server
3 Story Points
Submit work orders and CAB approval (30
day duration)
5 Story Points
Submit accesses for team members
1 Story Point
Certify server configuration for production
readiness (60 day duration)
1 Story Point
5 Story Points
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