PSM 2 Certification Course in Hyderabad

Empiricism

A key element of Scrum is Agile.Practitioners can apply the principles of the empirical method to the challenges they face.They can therefore explain problems using the lens of the process of learning.

They can break down issues down into the smallest pieces, which will yield helpful evidence, and then practically execute the process.

When they learn and practice the skills required in the Focus Area, a practitioner will be able to become an expert in applying scientific methods to complex problems knowing the reasons behind they are relevant and how one can apply the method.

Scrum Values

For agility to flourish in an organization, the company’s culture must reflect the core concepts of agility.

An experienced practitioner can comprehend Scrum’s Values of Focus, Respect, openness, commitment and Courage.

They will also show that they can apply them to the realities of companies that do not share the values of Scrum.

By using the Scrum Values in their lives and helping others use these values, they will help establish a context where empirical processes, self-organization and constant improvement are more effective.

Scrum Team

It is the Scrum Team consists of one Product Owner as well as one Scrum Master and developers.

The experienced practitioner will know how accountability is distributed among team members and how they focus responsibility for their work in relation to their product’s goal.

Events

The Scrum framework defines five key events which include: the Sprint, Sprint Planning, Daily Scrum, Sprint Review as well as The Sprint Retrospective.

All events are time-boxed , and permit progress by allowing flexibility and transparency.

The participant will be able to comprehend the event and be able to apply each one, but more importantly , be able to apply these events in complex scenarios and on a larger size

The events are utilized to maintain process control based on evidence using the three elements of Scrum which are transparency, inspection and adapt.

Artifacts

The Scrum framework defines 3 types of artifacts. The Product Backlog, Sprint Backlog, and Increment. 

These documents give the team an initial set of resources to plan, and analyze the Sprint. 

The practitioner will be able to comprehend the significance of these objects and how to use them in complicated real-world scenarios. 

They will also be aware of the importance of these tools with different techniques and practices and how they can be integrated into the process of an organization’s.

Done

The aim of every Sprint is to produce the “Done” product increment. It is the Definition of Done (DoD) that allows the team to clarify the concept of “Done” which means transparent.

In this area, the practitioner can describe what a DoD is, apply it to their particular situation and know how the DoD can be communicated and visualized within the company.

They will also be able to explain the implications of the essential trade-offs and compromises that are required for delivering “Done” Product Increments within their company.

Scaling

Scrum is designed to operate at the product, team, and organizational levels. The practitioner can use Scrum at ever-increasing levels of complexity and scale.

It will enable them to determine when and when to not and be able to appreciate scaling practices and other frameworks that can aid organizations in scaling Scrum.

The highest level of competence in this area is knowing the difference between what to do and what should be avoided to achieve an approach to scaling by knowing the benefits and trade-offs of specific principles and methods.

In the end, the practitioner must show that they are able to expand Scrum while maintaining its core values of self-organization, empiricism, and constant improvement.

The person practicing will also need to show the benefits of good scaling practices from the business and organizational perspective.

Self Managing Teams

The most fundamental element in Scrum Self-managing, cross-functional, and empowered teams form the key to delivering value.

Practitioners must understand the meaning of self-management and how they can apply it to their specific situations.

They must also know how to gradually introduce self-management, the methods that aid in its growth, and the indicators that can help decide if a team is equipped to take charge of its management.

Facilitation

Sharing ideas, making decisions, and being open and transparent is easy to accept. However, in reality, it’s a challenge to achieve.

Facilitation is a collection of methods that aid in the communication, collaboration, and innovation of both individuals and teams.

Facilitators must be aware of the importance of facilitation and be armed with various methods they can use.

They must also be experienced in using them in multiple situations with different levels of complexity.

Leadership Styles

There are numerous styles of leadership, ranging from the traditional ‘command and controlling’ techniques to those that are more cooperative as well as Machiavellian.

Knowing which approach to take at any particular moment and how different styles impact – positively or negatively way the agile method of empowerment, empiricism and growth is a major Priority Area.

Practitioners need to be aware of different leadership styles and know how to employ one particular style in situations that call for it.

They must also demonstrate their capacity to choose the best approach and recognize its impact on the company.

Coaching and Mentoring

One of the most essential aspects in servant leadership is the capacity to coach and guide the team, the organization, and the company.

Mentoring and coaching are to assist people in becoming better at their jobs and delivering better value or resolving a conflict or issue.

The person who is coaching or mentoring is expected to be able to be a mentor and coach.

They must know the various formal methods and be able to use the techniques in different complicated scenarios.

Teaching

The ability to motivate others to study and share information in a streamlined, consistent, efficient, and repeatable way is an essential aspect for any practitioner with agile abilities.

Practitioners must be aware of the importance of teaching and the methods of assessing the effectiveness with that they impart their knowledge.

They must be mindful of different ways of learning and know the need to employ other methods in various contexts.

 Forecasting & Release Planning

Complex problems and the implementation of an empirical approach require a unique method to plan, estimate and forecasting.

Practitioners should be able use flexible forecasting and release scheduling techniques and recognize the advantages of different strategies.

They should be aware of the most effective approaches in various situations.

They should also be mindful of the best way to plan releases when dealing with dependencies, complexity, or value generation.

Product Vision

The Product Vision defines the purpose or objective that the product fulfills and is determined by what is the “value” that the product strives to achieve.

It should represent an indication of the “true north” for the development and not affect the daily issues or difficulties of delivery.

This Product Vision only changes if the objective of the product is changed in any way, for instance, when a business pivot occurs.

Practitioners need to be able to explain what a Product Vision is. The methods that can be used to create a vision and create a transparent.

They should also be able to understand how to utilize the concept of a Product Vision to drive strategy and implementation, as well as how to construct a vision that is motivating and communicates as well as sets out the requirements for delivery

Product Value

The aim is to provide value to customers and all stakeholders. However, value is a complex concept composed of both short-term effects as well as external and internal value and direct and indirect value.

The person responsible for the practice should know the definition of value in context and use it in the tasks that they and the team perform.

They should be able to guide other people’s understanding of the value and employ various methods and strategies to define, communicate, and evaluate value.

They must be aware of the relationship between value and process and how value is the product’s goal’s primary element.

Product Backlog Management

The product backlog is an essential element of Scrum. It is an organized list that outlines the requirements of the product.

It is a list of items that must be included in the product. Product Backlog provides transparency into what’s happening to products for team members, the organization, and other stakeholders.

The person who is responsible for the backlog must be able to explain what a Product backlog is and implement a variety of methods to manage the backlog.

They should also be able to understand ways to render your Product Backlog transparent and how to manage stakeholder expectations that are associated with the backlog.

Stakeholders & Customers

Effectively working with customers and stakeholders is an essential capability for both Product Owners as well as members of the Development Team.

Scrum alters how interactions, allowing for greater collaboration and conversation.

The practitioner will realize the implications adopting an Agile method will bring to their clients and stakeholders.

They will learn about strategies that can assist them in working and collaborating more fluidly.

Business Strategy

A product is a part of an overall company strategy. This strategy defines the way in which it will be executed.

Product Vision will be executed within a more prominent setting Practitioners will be able to recognize techniques to expose business strategy and explain how it affects the product.

They will know about approaches like Lean Startup and Design Thinking and how they affect the flow of ideas from strategy to implementation.

They will be able to understand the impact of an empirical approach on the execution and feedback for the strategy.

Emergent Software Development

When solving complex problems, it is no longer necessary to require a thorough upfront design to be replaced by allowing the development of ideas and changes within the confines of architecture.

In this area, the practitioners will be able to explain the characteristics of an emergent architectural system and how it is translated into an incremental development and delivery process.

They can describe the practices to “realize” an architecture slowly into a functioning and agile system.

Practitioners will be able to recognize the differences between flexibility, value, and quality.

They can employ techniques to allow the emerging approach to be clear to teams, the organization as well as the people who will be affected.

Managing Technical Risk

Every product comes with a set of risks that need to be addressed.

They range from the capability to deliver to technical risks related to security and performance.

This Focus Area explains the way in which technical risks are handled in an Agile method.

Practitioners must be aware of what risks are and how they can effectively manage them through an empirical manner.

They should also be aware of how to use techniques to make risks more clear.

Continuous Quality

Working agile keeps the importance of quality in products the same. However, it does modify how quality is considered.

This focus area will explain what quality means and how ideas from Agility and Scrum transform a product’s quality approach.

The practitioner will know the concept of continuous quality, how to implement it, and the correct methods to deliver high-quality products constantly.

They will be able to comprehend crucial concepts like the concept of technical debt Test Left and the concept of the user-driven test

Continuous Integration (CI) / Continuous Delivery (CD)

Frequent learning is an essential concept in Scrum. Continuous delivery and continuous integration are the key set of practices that allow for continuous observation of features in use. 

This Focus Area discusses the importance of the fundamental concept that software should be deployable , and an awareness of methodologies which can be used in creating software that can solve complex issues. 

The person who is working with it will know the meaning of what CI as well as CD are and how they can be applied to these concepts, and what they mean to an empirical process as well as Scrum. Scrum framework.

Optimizing Flow

Sprint is a timebox with clearly defined flows within it. For complex, large-scale work Sprint is only a tiny part of the overall flow of the business, product, or even the market.

Focus Area concentrates on making the flow transparent and ensuring that any waste is minimized or eliminated.

Measurement and automation are the key factors to ensure the efficiency of flow, as well as various regulations that have been developed as a result of improving the flow.

Practitioners can look at flow strategies such as Kanban and combine these ideas in Scrum, often delivering valuable tools and resources, and learning.

Organizational Design and Culture

Traditional organizations are usually based on Taylorism or mass production theories in response to fundamental problems.

Complex problems require a new approach to organizing. This Focus Area outlines the essential differences between an agile business, specifically the structure, culture, and design.

An experienced practitioner will be able to understand what an agile company looks like and strategies for implementing the agile enterprise within an established organization.

They will be able to reconcile the need for agility and the structure of traditional organizations.

Portfolio Planning

In many large corporations, it is possible to work within a more extensive portfolio.

The portfolio may include a system, product, value stream, supply chain, or even program.

This Focus Area will explain how agile portfolio planning appears, its features with its principles, and its methods.

The Practitioner will know why agile portfolio planning has to differ from traditional portfolio planning to handle complex systems and products.

They will also be able to implement these concepts into their portfolio.

Practitioners will be aware of the difficulties of dealing with complex dependencies and the choices that must be made, ensuring the team’s agility is maintained to meet the more prominent organization’s requirements.

Organizational Design and Culture

Traditional organizations are usually based on Taylorism or mass production theories in response to fundamental problems.

Complex problems require a new approach to organizing. This Focus Area outlines the essential differences between an agile business, specifically the structure, culture, and design.

An experienced practitioner will be able to understand what an agile company looks like and strategies for implementing the agile enterprise within an established organization.

They will be able to reconcile the need for agility and the structure of traditional organizations.

Portfolio Planning

In many large corporations, it is possible to work within a more extensive portfolio.

The portfolio may include a system, product, value stream, supply chain, or even program.

This Focus Area will explain how agile portfolio planning appears, its features with its principles, and its methods.

The Practitioner will know why agile portfolio planning has to differ from traditional portfolio planning to handle complex systems and products.

They will also be able to implement these concepts into their portfolio.

Practitioners will be aware of the difficulties of dealing with complex dependencies and the choices that must be made, ensuring the team’s agility is maintained to meet the more prominent organization’s requirements.

Evidence-Based Management

The fundamental element of Scrum is its empirical approach, the concept that complex issues require experience and real-world knowledge to design and implement value.

Evidence-Based Management (EBM) is an array of concepts and practices that define broad measurement areas that provide a reliable, practical, logical, and value-based strategy for any product.

This Focus Area will explain the basics of EBM and how you can use it with any product.

Practitioners will know the meaning of EBM, the processes that go into it, and how to utilize it to create the business to drive a value-based, business-driven procedure.