Ag Registered Scrum Master@Scale

Installing an Agile Operating System 

• Explain the importance of starting with a Reference Model
• Describe the elements of a Minimum Viable Bureaucracy (MVB), including the Executive MetaScrum (EMS) forum, Scrum of Scrums, and Executive Action Team (EAT)
• Create an agile operating system including corporate operational rules, procedures, and guidelines to enable agility
• Recognize that the Project Management Office (PMO) does not have to disappear in an Agile Transformation
• Assess an organization’s readiness and capabilities in order to prepare the organization for change
• Coordinating the Product Owner and Scrum Master Cycles

Understanding the Scrum of Scrums 

• Define the Scrum of Scrums
• Describe how a Scrum of Scrums functions like a Scrum Team with scaled versions of the Scrum Accountabilities, Events and Artifacts
• State the recommended pattern (Mitosis) for avoiding the slow down caused by adding people to a team
• Provide examples of how a Scrum of Scrums integrates into a larger organizational context.

Scaling the Sprint Retrospective 

• Identify opportunities for improving cross-team coordination and delivery.
• Develop hypotheses and experiments for improving the working process of the network of teams

Scaled Daily Scrum 

• Communicate the required attendees for the Scaled Daily Scrum 
• Identify the minimum number of participants given a specific Scrum of Scrums
• Explain the purpose of the Scaled Daily Scrum
• Demonstrate how to effectively facilitate a Scaled Daily Scrum

Scaling the Sprint Planning and Sprint Review events 

• Explain that the purpose of the Scaled Sprint Planning and Sprint Review is
• Demonstrate the role of the Scrum of Scrums Master 
• Understand the Scrum of Scrums Master role in the MetaScrum, Scaled Sprint, Planning and Refinement.

Role of the Scrum of Scrums Master (SoSM) 

• What is the role of a Scrum of Scrums Master 
• Articulate the accountabilities of the Scrum of Scrums Master in Scaled Events
• Identify possible outcomes and attributes of increased effectiveness of the Scrum of Scrums

Owner Team’s release plan. 

• Determine methods for making impediments, process improvements, and delivery progress visible to the organization.
• Facilitate the prioritization and removal of impediments, paying particular attention to cross-team dependencies.
• Describe how the Scrum of Scrums (SoS) pattern scales to a Scrum of Scrum of Scrums (SoSoS) when the network of teams reaches a critical mass
• Explain that it is the responsibility of the SoSM to work with the organization to establish and track key process metrics

Scrum Master Cycle 

• Identify the seven components of the Scrum Master Cycle and how the Scrum Master@Scale supports each component in service of value delivery.

Metrics and Transparency 

• Articulate the goals of having metrics and transparency.
• Explain the benefits of baselining metrics and capabilities at the start of the agile implementation
• Provide example metrics for at least the following four lenses: Productivity, Value Delivery, Quality, and Sustainability

Continuous Improvement and Impediment Removal 

• Reframe impediments as opportunities for improvement
• Describe what to do with impediments that cannot be resolved by the teams
• Describe the value of sharing and standardizing successful process improvements across teams
• State the importance of prioritizing impediments and rapid impediment remediation
• Assess common pitfalls of impediment prioritization and impediment resolution and identify techniques for mitigating them

Cross-Team Coordination 

• Identify different methods for coordinating across teams and function areas in an agile organization
• Recognize cross-team dependencies before they become impediments
• Specify ways to effectively maintain alignment of team norms and guidelines for consistent output

Delivery 

• Define the Scrum of Scrums (SoS) as a single unit that is accountable for:

– releasing an integrated Product Increment at least once a Sprint 

– delivering a consistent flow of valuable finished product to customers 

– integrating the work of different teams into one seamless product 

– delivering high-quality customer experience 

– establishing and adhering to a shared Definition of Done 

Executive Action Team (EAT) 

• Explain what the Executive Action Team (EAT) is and why it exists
• Coach on the key accountabilities of the EAT
• The EAT’s roles within the company backlog 
• Articulate who reports to the EAT

Product Release and Feedback 

• Explain that the Scrum Master cycle interprets Product Release feedback in service of continuous improvement of the product delivery mechanism

Leverage Artificial Intelligence 

• Utilize AI to enhance the role of Scrum Master@Scale