The assessment and how to prepare
What the assessment is, how it is scored and sat, and how to use this course so that sixty minutes and eighty questions feel familiar before you buy the attempt.
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SkyLock MediaScrum Master PrepComplete curriculum
Scrum Master study guide
Start with how the assessment works, then work through the Scrum framework the way the Scrum Guide sets it out: empiricism and the values, the three accountabilities, the five events and the three artifacts, then teams, forecasting and product value. Free-preview members can open Lesson 1 (Empiricism and lean thinking: transparency, inspection and adaptation) and Lesson 16 (Forecasting, release planning and flow).
Empiricism and lean thinking: transparency, inspection and adaptation
Why Scrum is built on deciding from observation rather than prediction, how its three pillars depend on one another, and why the framework is deliberately incomplete yet cannot be partly adopted.
17questions
The Scrum values and why they carry the framework
The five values Scrum depends on, what each looks like in a working team, and how living them makes transparency, inspection and adaptation possible and builds trust.
11questions
The Scrum Team: one team, three accountabilities
Who makes up a Scrum Team, why it has no sub-teams or hierarchy, what cross-functional and self-managing really mean, how big it should be, and what the whole team is accountable for.
12questions
The Product Owner: maximising value
What the Product Owner is accountable for, what effective Product Backlog management involves, why the Product Owner is one person whose decisions the organisation must respect, and how the accountability shows up in each event.
13questions
The Scrum Master: serving the team, the Product Owner and the organisation
The two things a Scrum Master is accountable for, the three groups they serve and what that service looks like, and the boundaries that keep a Scrum Master from becoming a project manager, a secretary or the team's boss.
13questions
The Developers: quality, plans and mutual accountability
Who counts as a Developer, and the four things Developers are always accountable for: the Sprint plan, quality through the Definition of Done, adapting the plan each day, and holding each other accountable as professionals.
12questions
The Sprint: the container event, its timebox and cancellation
Why the Sprint contains every other event, what its fixed length of a month or less buys, the four rules that hold while it runs, how to think about its length, and the narrow case in which it may be cancelled.
12questions
Sprint Planning: why, what and how
How Sprint Planning starts the Sprint, who takes part, the three topics it addresses and who leads each, what the resulting Sprint Backlog contains, and how its timebox scales.
12questions
The Daily Scrum: inspecting progress toward the Sprint Goal
What the Daily Scrum is for, who it belongs to, why it has no required format, what it replaces, and the habits that turn it into a status meeting instead.
12questions
The Sprint Review: inspecting the outcome with stakeholders
What the Sprint Review inspects and decides, why it is a working session rather than a demonstration, who takes part, where it falls in the Sprint and how long it may last, and why it is never a gate to releasing value.
12questions
The Sprint Retrospective: improving quality and effectiveness
Why the Sprint Retrospective exists, what the team inspects in it, how improvements are chosen and carried into the next Sprint, its place and timebox, and how good facilitation keeps it from becoming a ritual.
12questions
The Product Backlog, the Product Goal and refinement
What the Product Backlog is and why it is the single source of work, how refinement keeps it ready, who sizes items, and how the Product Goal gives the whole backlog its direction.
15questions
The Sprint Backlog and the Sprint Goal
The three parts of the Sprint Backlog, why it is a real-time plan owned by the Developers, how the Sprint Goal works as a commitment that still leaves room to change the work, and the habits that make a Sprint Backlog misleading.
12questions
The Increment and the Definition of Done
What makes something an Increment, when one is born, how many a Sprint can produce, what the Definition of Done is and who sets it, what happens to work that is not Done, and how several teams share one standard.
16questions
Self-managing teams, facilitation and coaching
What self-management looks like in a working team and how it grows, what facilitation is and is not, how coaching differs from teaching and mentoring, and how a Scrum Master helps a team work through conflict without deciding for it.
18questions
Forecasting, release planning and flow
How Scrum Teams forecast from evidence rather than promises, the four flow metrics and the four Kanban practices described in the Kanban Guide for Scrum Teams, service level expectations, and how release decisions fit an empirical way of working.
18questions
Product value, evidence and stakeholders
Why outcomes matter more than outputs, how the Evidence-Based Management Guide frames goals, hypotheses and experiments, its four Key Value Areas, and how customers and stakeholders supply the evidence a Scrum Team needs to maximise value.
15questions
Scrum in practice: multiple teams, technical debt, the 2020 changes and common misreadings
How Scrum's rules apply when several teams share a product, what technical debt does to transparency and value, exactly what changed in the 2020 Guide, and the misreadings of Scrum that cost candidates the most marks.
12questions
Final review and assessment-day strategy
The whole framework on one page, the pairs of ideas candidates most often confuse, every number worth knowing, and a practical plan for the sixty minutes of the assessment and the weeks before it.
16questions
Study resources
Cram Sheet
Every lesson's key terms, condensed into one page for a final review pass.
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Compiled Exam Traps
Every exam trap already written into the lessons, gathered in one place for a fast final-review pass.
—no quiz