Scrum Master

Handbook

Naveen Nanjundappa
Certified Scrum Trainer
[email protected]
+91 9980505003
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Introduction
This handbook is primary reference material for participants of Certified ScrumMaster
Training & Certification program. It is derived from the Scrum Guide 2020 release version.
This covers all the essential topics that are required to get started as Scrum Master and
also get deeper with inspect/adapt thinking.

Naveen Nanjundappa is well known for his unique teaching & unconventional coaching
style, he has over 20 years of service in IT industry, practicing Scrum since 2005, following his
passion for coaching & product management, he has spent the last 9 years coaching
organisations towards agile adaptation & transformation, Implementation of Scrum
framework.

Mr. Naveen Nanjundappa has coached over 50 teams to achieve higher efficiency at their
work. Trained over 6000+ people from various organizations. Brings expertise in Scrum,
Leadership Agility, Organizational Agility, Process Agility, Team Agility, Product Management
& Project Management.

Mr. Naveen Nanjundappa, has shared his ideas and expertise in various agile conferences
across India. His certifications include Scrum Alliance’s Certified Scrum Trainer (CST),
AIPMM’s Certified Product Manager (CPM), Expired (2019) - Project Management Professional
(PMP).

This handbook should be used with other reference books described in the appendix.

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Manifesto for Agile Software Development

We are uncovering better ways of developing software by doing it and helping others do it. Through
this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

That is, while there is value in the items on the right,

we value the items on the left more.

­Principles behind the Agile Manifesto

❏ Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
❏ Welcome changing requirements, even late in development. Agile processes harness change
for the customer's competitive advantage.
❏ Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
❏ Business people and developers must work together daily throughout the project.
❏ Build projects around motivated individuals. Give them the environment and support they
need, and trust them to get the job done.
❏ The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
❏ Working software is the primary measure of progress.
❏ Agile processes promote sustainable development. The sponsors, developers, and users
should be able to maintain a constant pace indefinitely.
❏ Continuous attention to technical excellence and good design enhances agility.
❏ Simplicity --the art of maximizing the amount of work not done-- is essential.
❏ The best architectures, requirements, and designs emerge from self-organizing teams.
❏ At regular intervals, the team reflects on how to become more effective, then tunes and
adjusts its behavior accordingly.

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Agile Manifesto Authors :

Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James
Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor,
Ken Schwaber, Jeff Sutherland, Dave Thomas.

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12 Principles Focus Key Message

Early & Continuous Delivery of
Our highest priority is to satisfy the
Valuable Software is the highest
customer through early and continuous Product
priority. ( How to satisfy the
delivery of valuable software.
customers)
Welcome changing requirements, even late Process ( Tools/ Techniques,
in development. Agile processes harness Strategies, Framework) should
Product
change for the customer's competitive welcome the changing
advantage. requirements.
Deliver working software frequently, from a
Prefer the shorter time scale for
couple of weeks to a couple of months, with Product
early & continuous delivery.
a preference to the shorter timescale.

Business people and developers must work Collaboration between business

Team
together daily throughout the project. & developers

Build projects around motivated individuals. Collaborative leadership &

Give them the environment and support they Team ecosystem that focus on people
need, and trust them to get the job done. over projects
The most efficient and effective method of
Face to face conversation is the
conveying information to and within a
Team best mode of communicating &
development team is face-to-face
conveying information.
conversation.

Working software is the primary measure of First Measure of progress

Product
progress. "working software"

Process ( Tools/ Techniques,

Agile processes promote sustainable
Strategies, Framework) should
development. The sponsors, developers, and
Team promote sustainable
users should be able to maintain a constant
development & maintain
pace indefinitely.
constant pace
Ability to focus on continuous
Continuous attention to technical excellence
Team improvement with technical
and good design enhances agility.
excellence & good design
Keep it simple, in building team &
Simplicity --the art of maximizing the Team & product,
amount of work not done-- is essential. Product focus on the highest priority work
item
Build Self Organized teams, the
The best architectures, requirements, and
Team best architectures, requirements,
designs emerge from self-organizing teams.
& Designs emerge from them.
At regular intervals, the team reflects on how
Inspect & Adapt, Frequently and
to become more effective, then tunes and Team
be more effective
adjusts its behavior accordingly.

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Scrum Values

The Scrum Team members constantly apply scrum values on Scrum roles, events,
and artifacts.
❏ Commitment : People personally commit to achieving the goals of the Scrum
Team.
❏ Courage : The Scrum Team members have courage to do the right thing and
work on tough problems.
❏ Focus : Everyone focuses on the work of the Sprint and the goals of the
Scrum Team.
❏ Openness : The Scrum Team and its stakeholders agree to be open about all
the work and the challenges with performing the work.
❏ Respect : Scrum Team members respect each other to be capable,
independent people.

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Scrum Theory

❏ Scrum employs an iterative, incremental approach to optimize predictability

and control risk.
❏ In Empiricism, knowledge comes from experience and making decisions
based on what is known now.

Three pillars of empirical process control:

❏ Transparency
❏ Inspection
❏ Adaptation

Scrum prescribes Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective
as formal events for inspection and adaptation.

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❏ Development Team* from Scrum Guide 2017

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Scrum Team
The Scrum Team is
responsible for all
product-related activities
such as stakeholder
collaboration, verification,
maintenance, operation,
experimentation, research
and development, and
anything else that might be
required. The entire Scrum
Team is accountable for
creating a valuable, useful
Increment every Sprint.

The Scrum Team consists of

❏ One Scrum Master, one Product Owner, and Developers.
❏ There are no sub-teams or hierarchies.
❏ Is a cohesive unit of professionals focused on one objective - the Product
Goal.

Scrum Teams are

❏ Typically 10 or fewer people. Smaller teams communicate better and are more
productive.
❏ Cross-functional, meaning the members have all the skills necessary to
create value each Sprint.
❏ Self-managing, meaning they internally decide who does what, when, and
how.
❏ Structured and empowered by the organization to manage their own work

Multiple cohesive Scrum Teams can be created when

❏ Each Scrum Team is focused on the same product.
❏ Share the same Product Goal, Product Backlog, and Product Owner.

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Scrum Masters

Accountable for
❏ Implementing Scrum as defined in the Scrum Guide.
❏ Helping everyone understand Scrum theory and practice, both within the
Scrum Team and the organization.

Serves the Scrum Team by,

❏ Coaching the team members in self-management and cross-functionality;
❏ Helping the Scrum Team focus on creating high-value Increments that meet
the Definition of Done;
❏ Causing the removal of impediments to the Scrum Team’s progress; and,
❏ Ensuring that all Scrum events take place and are positive, productive, and
kept within the timebox.

Serves the Product Owner by,

❏ Helping find techniques for effective Product Goal definition and Product
Backlog management;
❏ Helping the Scrum Team understand the need for clear and concise Product
Backlog items;
❏ Helping establish empirical product planning for a complex environment;
and,
❏ Facilitating stakeholder collaboration as requested or needed.

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Serves the organization by,

❏ Leading, training, and coaching the organization in its Scrum adoption;
❏ Planning and advising Scrum implementations within the organization;
❏ Helping employees and stakeholders understand and enact an empirical
approach for complex work;
❏ Removing barriers between stakeholders and Scrum Teams.

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Developers
Developers are the people committed to creating any aspect of a usable Increment
each Sprint.
Accountable for:
❏ Creating a plan for the Sprint, the Sprint Backlog;
❏ Instilling quality by adhering to a Definition of Done;
❏ Adapting their plan each day toward the Sprint Goal; and,
❏ Holding each other accountable as professionals.

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Product Owner
The Product Owner is one person, not a committee. Who owns the product and
decision making related to the product. Only the Product Owner is accountable for
adding new product backlog items to manage stakeholders needs & interests.

Accountable for
❏ Maximizing the value of the product resulting from the work of the Scrum
Team.
❏ Effective Product Backlog management
❏ Developing and explicitly communicating the Product Goal;
❏ Creating and clearly communicating Product Backlog items;
❏ Ordering Product Backlog items; and,
❏ Ensuring that the Product Backlog is transparent, visible and understood.

The Product Owner may do the above work or may delegate the responsibility to
others.

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List all the activities that following people can do so that the Sprint
Planning is effective towards inspection and adaptation of product.

Management
Scrum Master Product Owner Developers
( Environment &
( BWT ) ( BWP ) ( BWP )
Support )

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Scrum Events

The Sprint is a container for all other events.

❏ Each event in Scrum is a formal opportunity to inspect and adapt Scrum
artifacts.
❏ All events are specifically designed to enable the required transparency.
❏ Events are used in Scrum to create regularity and to minimize the need for
meetings not defined in Scrum.
❏ Optimally, all events are held at the same time and place to reduce
complexity.

Remember : In complex environments, what will happen is unknown. Only what has
already happened may be used for forward-looking decision making.

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The Sprint

Sprints are the heartbeat of Scrum,

❏ Ideas are turned into value within the Sprint.
❏ Sprints are fixed length events of one month or less.
❏ A new Sprint starts immediately after the conclusion of the previous Sprint.
❏ All the work necessary to achieve the Product Goal happens within Sprints.

During the Sprint:

❏ No changes are made that would endanger the Sprint Goal;
❏ Quality does not decrease;
❏ The Product Backlog is refined as needed; and,
❏ Scope may be clarified and renegotiated with the Product Owner as more is
learned.
❏ Sprints enable predictability
by ensuring inspection and
adaptation of progress
toward a Product Goal at
least every calendar month.

A Sprint could be cancelled if the

Sprint Goal becomes obsolete.
Only the Product Owner has the
authority to cancel the Sprint.

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Sprint Planning

Sprint Planning is timeboxed to a maximum of eight hours for a one-month Sprint.

The Product Owner ensures that attendees are prepared to discuss the most
important Product Backlog items and how they map to the Product Goal.

❏ Sprint Planning initiates the Sprint by laying out the work to be performed
for the Sprint.
❏ Plan is created by the collaborative work of the entire Scrum Team.
❏ The Scrum Team may also invite other people to attend Sprint Planning to
provide advice.

Topic One: Why is this Sprint valuable?

❏ The Product Owner proposes how the product could increase its value and
utility in the current Sprint.
❏ The whole Scrum Team then collaborates to define a Sprint Goal that
communicates why the Sprint is valuable to stakeholders.
❏ The Sprint Goal must be finalized prior to the end of Sprint Planning.

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Topic Two: What can be Done this Sprint?

❏ Through discussion with the Product Owner, the Developers select items from
the Product Backlog to include in the current Sprint.
❏ The Scrum Team may refine these items during this process, which increases
understanding and confidence.

Topic Three: How will the chosen work get done?

❏ For each selected Product Backlog item, the Developers plan the work
necessary to create an Increment that meets the Definition of Done.
❏ This is often done by decomposing Product Backlog items into smaller work
items of one day or less. How this is done is at the sole discretion of the
Developers. No one else tells them how to turn Product Backlog items into
Increments of value.

The Sprint Goal, the Product Backlog items selected for the Sprint, plus the plan
for delivering them are together referred to as the Sprint Backlog.

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List all the activities that following people can do so that the Sprint
Planning is effective towards inspection and adaptation of product.

Management
Scrum Master Product Owner Developers
( Environment &
( BWT ) ( BWP ) ( BWP )
Support )

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Daily Scrum
Purpose : Inspect progress toward the Sprint Goal and adapt the Sprint Backlog
as necessary.
Held at the same time and place every working day of the Sprint, Daily Scrum is a
15-minute event for the Developers of the Scrum Team. .

❏ If the Product Owner or Scrum Master are actively working on items in the
Sprint Backlog, they participate as Developers.
❏ The Developers can select whatever structure and techniques they want, as
long as their Daily Scrum focuses on progress toward the Sprint Goal and
produces an actionable plan for the next day of work. This creates focus and
improves self-management.
❏ Daily Scrums improve communications, identify impediments, promote quick
decision-making, and consequently eliminate the need for other meetings.
❏ The Daily Scrum is not the only time Developers are allowed to adjust their
plan. They often meet throughout the day for more detailed discussions
about adapting or re-planning the rest of the Sprint’s work.

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List all the activities that following people can do so that the Daily
Scrum is effective for inspection and adaptation.

Management
Scrum Master Product Owner Developers
( Environment &
( BWT ) ( BWP ) ( BWP )
Support )

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Sprint Review
Purpose : Inspect the outcome of the Sprint and determine future adaptations.
It's the second to last event of the Sprint and is timeboxed to a maximum of four
hours for a one-month Sprint.

The Scrum Team presents

❏ The results of their work to key stakeholders
❏ Progress toward the Product Goal

The Scrum Team and stakeholders

❏ Review what was accomplished in the Sprint
❏ Discuss latest updates & changes in the market & environment.
❏ Collaborate on what to do next.
❏ The Product Backlog is adjusted to meet new opportunities.

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List all the activities that following people can do so that the Sprint
Review is effective for inspection and adaptation.

Management
Scrum Master Product Owner Developers
( Environment &
( BWT ) ( BWP ) ( BWP )
Support )

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Sprint Retrospective
Purpose : Plan ways to increase quality and effectiveness in people, process, tools,
techniques, strategies & relationships.
The Sprint Retrospective is the last event & concludes the Sprint. It is timeboxed to
a maximum of three hours for a one-month Sprint.

The Scrum Team

❏ Inspects how the Sprint was with regards to individuals, interactions,
processes, tools, and their Definition of Done.
❏ Discuss what went well during the Sprint, what problems it encountered, and
how those problems were (or were not) solved.
❏ Discuss the root cause and opportunities.
❏ Identify the most helpful changes to improve their effectiveness.
❏ Add most impactful improvements to the next Sprint Backlog.

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Facilitation Techniques can be used for group decision making during Sprint
Retrospectives.

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List all the activities that following people can do so that the Sprint
Retrospective is effective keeping continuous improvement.

Management
Scrum Master Product Owner Developers
( Environment &
( BWT ) ( BWP ) ( BWP )
Support )

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Product Backlog

The Product Backlog is

❏ An emergent, ordered list of what is needed to improve the product.
❏ Single source of work for Scrum Team.
❏ Attributes usually are description, size, value & order
❏ The Developers doing the work are responsible for the sizing.

Product Backlog refinement

❏ Break down & define Product Backlog items into smaller more precise items.
❏ Results in smaller items that can be done within one sprint by Scrum Team.
❏ Increases the degree of transparency for each product backlog item.
❏ The Product Owner helps developers to understand product backlog items

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Commitment: Product Goal

❏ The Product Goal describes a future state of the product which can serve as
a target for the Scrum Team to plan against.
❏ The Product Goal is in the Product Backlog.
❏ The rest of the Product Backlog emerges to define “what” will fulfill the
Product Goal.

The Product Goal is the long-term objective for the Scrum Team. They must fulfill
(or abandon) one objective before taking on the next.

Product
❏ Vehicle to deliver value.
❏ Has a clear boundary, known stakeholders, well-defined users or customers.
❏ Could be a service, a physical product, or something more abstract.

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List all the activities that following people can do so that the Product
Backlog Refinement is effective in keeping the Ready Product Backlog
items for sprint planning
Management
Scrum Master Product Owner Developers
( Environment &
( BWT ) ( BWP ) ( BWP )
Support )

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Sprint Backlog
The Sprint Backlog is a plan by and for the Developers.

The Sprint Backlog is composed of

❏ the Sprint Goal (why),
❏ the set of Product Backlog items
selected for the Sprint (what),
❏ as well as an actionable plan for
delivering the Increment (how).

❏ It is a highly visible, real-time

picture of the work that the
Developers plan to accomplish
during the Sprint in order to
achieve the Sprint Goal.
❏ Consequently, the Sprint Backlog is updated throughout the Sprint as more
is learned.
❏ It should have enough detail that they can inspect their progress in the Daily
Scrum.

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Commitment: Sprint Goal

❏ The Sprint Goal is the single objective for the Sprint.
❏ Although the Sprint Goal is a commitment by the Developers, it provides
flexibility in terms of the exact work needed to achieve it.
❏ The Sprint Goal also creates coherence and focus, encouraging the Scrum
Team to work together rather than on separate initiatives.
❏ The Sprint Goal is created during the Sprint Planning event and then added
to the Sprint Backlog.
❏ As the Developers keep the Sprint Goal in mind during the sprint.
❏ If the work turns out to be different than they expected, they collaborate with
the Product Owner to negotiate the scope of the Sprint Backlog within the
Sprint without affecting the Sprint Goal.

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Increment
An Increment is a concrete stepping stone toward the Product Goal.
Each Increment is additive to all prior Increments and thoroughly verified,
ensuring that all Increments work together.
In order to provide value, the Increment must be usable.

Multiple Increments may be created within a Sprint. The sum of the Increments is
presented at the Sprint Review thus supporting empiricism.

An Increment may be delivered to

stakeholders prior to the end of the
Sprint.
The Sprint Review should never be
considered a gate to releasing value.
Work cannot be considered part of an
Increment unless it meets the
Definition of Done.

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Commitment: Definition of Done

The Definition of Done defines the quality for the product.

❏ The Definition of Done creates transparency by providing everyone a shared

understanding of what work was completed as part of the Increment.
❏ If a Product Backlog item does not meet the Definition of Done, it cannot be
released or even presented at the Sprint Review. Instead, it returns to the
Product Backlog for future consideration.
❏ If the Definition of Done for an increment is part of the standards of the
organization, all Scrum Teams must follow it as a minimum.
❏ If it is not an organizational standard, the Scrum Team must create a
Definition of Done appropriate for the product.
❏ The Developers are required to conform to the Definition of Done.
❏ If there are multiple Scrum Teams working together on a product, they must
mutually define and comply with the same Definition of Done.

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User Story
Requirements described as a story by the user, with a template,
“As a user, I want/need …. So that …”

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Information Radiators
To create transparency, Scrum Team uses various tools/techniques to display
important Information using information radiators.
Commonly used information radiators are task board, charts, Naveen’s DOD board,
kanban board and so on.
Information Radiators should be “live”, using which Scrum Team can self organize,
self manage their work

Task board

Todo In Progress Blocked Done

Charts
When the X axis is marked sprint duration it’s called “sprint burndown chart” for
the parameter marked on Y axis. Likewise if the X axis is marked release duration
it’s called “release burndown chart” for the parameter marked on Y axis.
❏ Burndown chart indicates how much is pending till now.
❏ Burnup chart indicates how much is accumulated till now.

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Naveen DOD Board.

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Technical Debt
When Scrum Team’s decisions result in pending how that are important for the
product quality
As the technical debt increases the ability to focus on the new features reduces
and constant effort to reduce the technical debt is essential.

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Release Strategy

For every release strategy the product owner has to

consider the constraints and flexibility parameters.
Inorder to inspect and adapt the uncertainties
during the product development, the product
owner should consider at least one parameter as
flexible / variable in their strategy. It’s up to the
product owner’s strategy to have more than one
flexible/variable parameter.

Product Owners should clearly understand that

each variable parameter has different impacts on
the product release.

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Engineering Practices from XP

Pair Programming:
It means all production software is developed by two people sitting at the same
machine. The idea behind this practice is that two brains and four eyes are better
than one brain and two eyes. You effectively get a continuous code review and
quicker response to nagging problems that may stop one person dead in their
tracks. Teams that have used pair programming have found that it improves quality
and does not actually take twice as long because they are able to work through
problems quicker and they stay more focused on the task at hand, thereby creating
less code to accomplish the same thing.

Continuous Integration :
It is a practice where code changes are immediately tested when they are added to
a larger code base. The benefit of this practice is you can catch and fix integration
issues sooner. Most teams dread the code integration step because of the inherent
discovery of conflicts and issues that result. Most teams take the approach “If it hurts,
avoid it as long as possible”. The reasoning behind that approach is that if you
experience problems every time you integrate code, and it takes a while to find
where the problems are, perhaps you should integrate more often so that if there are
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problems, they are much easier to find because there are fewer changes
incorporated into the build.

Test Driven Development :

Instead of following the normal path of:
develop code -> write tests -> run tests.
Test Driven Development follows the path of:
Write failing automated test -> Run failing test -> develop code to make test pass ->
run test -> repeat.

As with Continuous Integration, Test Driven Development reduces the feedback

cycle for developers to identify and resolve issues, thereby decreasing the number of
bugs that get introduced into production.

Refactoring :
consists of improving the internal structure of an existing program’s source code,
while preserving its external behavior. Refactoring in the absence of safeguards
against introducing defects (i.e. violating the “behaviour preserving” condition) is
risky. Safeguards include aids to regression testing including automated unit tests or
automated acceptance tests, and aids to formal reasoning such as type systems.

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Reference Books:
Leadership Related:
The Oz Principle: Getting Results Through Individual and Organizational
Accountability - Roger Connors, Tom Smith, Craig Hickman
Liftoff, Start and Sustain Successful Agile Teams -
The Five Dysfunctions of a Team: A Leadership Fable - Patrick Lencioni
Leading Change - John P. Kotter
Influencer: The New Science of Leading Change - Joseph Grenny, Kerry
Patterson, David Maxfield, Ron McMillan, Al Switzler

Facilitation Related:
Facilitator’s Guide to Participatory Decision-Making - Sam Kaner
The Skilled Facilitator - Roger Schwarz
Collaboration Explained - Jean Tabaka

Coaching Related:
Coaching Agile Teams - Lyssa Adkins
Agile Retrospectives: Making Good Teams Great - Esther Derby
Drive - Daniel H. Pink
Management 3.0 - Jurgen Appelo
Co-Active Coaching - Henry Kimsey House

Agile Frameworks Related:

The Lean Startup - Eric Ries
Extreme Programming Explained: Embrace Change - Kent Beck
Agile Estimating and Planning - Mike Cohn
User Stories Applied - Mike Cohn
Agile Project Management with Scrum - Ken Schwaber

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To be continued…

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