The training and certification to EXIN Agile Scrum Foundation, EXIN Agile Scrum Master, EXIN Agile Scrum Product Owner Bridge and EXIN Agile Scrum Product Owner covers the content, knowledge and skills for agile software development as well as other areas such as IT service management, hardware development and science.
The Agile Scrum Foundation training and certification is designed to create and validate the fundamental understanding of agile principles and the Scrum methodology for developers in Scrum projects. The Scrum methodology is applied in areas of software development, IT service management, hardware development and science.
The Agile Scrum Master training and certification is designed to help executives, developers, and project managers recognize, understand, and successfully master the processes and value creation for agile software development through the guidance of the Scrum Master. The Scrum methodology is applied in areas of software development, IT service management, hardware development, and science where rapid delivery times and a complex project must be understood and managed.
The Agile Scrum Product Owner Bridge training and certification is designed to equip a Scrum Master with knowledge and skills so that they could understand and execute the Scrum Product Owner role themselves. The Scrum methodology is applied in areas of software development, IT service management, hardware development and science in which a value of a product is increased in the context of continuous iterations.
The Agile Scrum Product Owner training and certification is designed to train a role that has content, knowledge and skills to identify and create value at the customer and business. The Scrum methodology is applied in areas of software development, IT service management, hardware development and science in which a value of a product is increased in the context of continuous iterations.
Main topics at a glance
Scrum is successfully applied in software development, hardware development or science.
According to PwC internal benchmarks (Havard Business Review, Figure 2, page 5), agile project management can accelerate the implementation of a project by 18-20%. Costs are reduced by up to 29%. Employee productivity increases by 15-95%. Agile software development has a positive psychological effect on employees: Employees feel valued due to increased personal responsibility. The Scrum project management method emphasizes communication and feedback, so employees feel they are taken seriously and listened to. Employees are up to 40% more satisfied with their work and therefore more productive.
The Scrum project management method has been growing in popularity for over 10 years, as Google Trends shows.
The guiding principles of the agile manifesto (since 2001) are:
The twelve agile principles (since 2001) in agile project management are:
Like scrummage in rugby (which is where the name Scrum comes from; there is a collection of people who all fight for the ball together), a team should continuously improve, learn from experience, become more productive and effective. The Scrum framework enables continuous improvement of teams in software development, hardware development and others according to specific rules. The continuous management of work should happen agilely. It is to be reacted to requirements and changes of a plan factually constructively with goal to the creation of value. The continuous value creation and learning happens in cycles, so-called sprints (work periods of one-four weeks). At the end of each sprint, after an event such as a sprint retroperspective, reflection on past progress and mistakes is encouraged.
An artifact is a tool for achieving a goal and solving a problem. In Scrum, there are three artifacts:
During a cycle or sprint, different meeetings exist:
Scrum is an agile project management method alongside others such as Kanban. The temporal accomplishment of tasks is determined in Scrum in sprints. In the agile project management method Kanban, the temporal management of tasks is determined during or after the work cycle. In Scrum a Scrum board is used. In Kanban a Kanban board. In Scrum there are different events like Sprint Reviews and Sprint Planning which have to take place. In Scrum an interdisciplinary team must prevail. In Kanban existing personnel structures can be reused. The organization of tasks in user stories in sprints allows for quick feedback. The events in Scrum such as the Daily Scrum and the life of Scrum values can lead to adaptation difficulties.
In sprint planning, tasks must be clearly defined for all participants of the Scrum team otherwise these tasks should be ignored until there is clarity. The abundance of user stories in a Scrum backlog must be manageable by the Scrum team. Critical thoughts of the Scrum team members should be taken into account for the adjustment of the backlog. User stories must be adjusted according to current project knowledge. Scrum teams can be successful when increments and user stories have been mastered according to the Definition of Done. The Sprint Backlog and the Sprint Board must be available for the Scrum Team to view on Information Radiators at the Scrum Team's workstation. When planning daily tasks for a user story, the product owner should include time periods for regular tasks (e.g., responding to user requests).
For creating a Scrum project, Jira software from ATTLASIAN is a good choice.
A Scrum project can be created by Create project.
It should be created a next-gen project as it reduces the complexity of the user interface.