Certified ScrumMaster (CSM) Scrum Foundations and Agile Mindset Syllabus

Scrum Foundations and Agile Mindset syllabus — full chapter and topic list

Expand any chapter to see its topics and sub-topics. This is the whole examinable outline for Scrum Foundations and Agile Mindset in Certified ScrumMaster (CSM), not a summary of it.

1. 1

   Agile Origins and Principles

   4 topics

   • The Agile Manifesto
     • Four core values of the Manifesto
     • Twelve principles behind the Manifesto
     • Individuals and interactions over processes and tools
     • Responding to change over following a plan
   • Empirical Process Control
     • Transparency as a pillar
     • Inspection as a pillar
     • Adaptation as a pillar
     • Empiricism versus defined process control
   • Lean Thinking and Waste Reduction
     • Eliminating waste in workflows
     • Focus and value delivery
     • Relationship between Lean and Scrum
   • Complexity and the Cynefin Framework
     • Simple, complicated, complex, and chaotic domains
     • Why Scrum fits complex adaptive problems
2. 2

   Scrum Theory and Values

   4 topics

   • Definition and Purpose of Scrum
     • Scrum as a lightweight framework
     • What Scrum is not
   • The Five Scrum Values
     • Commitment
     • Courage
     • Focus
     • Openness
     • Respect
   • Iterative and Incremental Delivery
     • Delivering value early and often
     • Feedback loops in Scrum
   • Self-Management and Cross-Functionality
     • Deciding who, how, and what to work on
     • All skills needed to create value
3. 3

   When and Where to Apply Scrum

   3 topics

   • Suitable Problem Types for Scrum
     • Product development versus operational work
     • Knowledge work and uncertainty
   • Scrum Beyond Software
     • Marketing, hardware, and education contexts
   • Common Misconceptions About Scrum
     • Scrum is not a methodology
     • Scrum does not prescribe engineering practices

Scrum Foundations and Agile Mindset flashcards for Certified ScrumMaster (CSM)

24 of 50 cards from the Scrum Foundations and Agile Mindset deck — real questions with worked answers.

1. When was the Agile Manifesto written and by how many people?

   In February 2001, by 17 software developers who met at the Snowbird ski resort in Utah.

2. What are the four values of the Agile Manifesto?

   1) Individuals and interactions over processes and tools; 2) Working software over comprehensive documentation; 3) Customer collaboration over contract negotiation; 4) Responding to change over following a plan.

3. In each Agile Manifesto value, how should the items on the right be treated?

   While there is value in the items on the right, the items on the left are valued more. The right-hand items still have value and are not discarded.

4. How many principles accompany the Agile Manifesto?

   Twelve principles.

5. According to the Agile principles, what is the highest priority?

   To satisfy the customer through early and continuous delivery of valuable software.

6. Per the Agile principles, what is the primary measure of progress?

   Working software.

7. What do the Agile principles say about welcoming change?

   Welcome changing requirements, even late in development; Agile processes harness change for the customer's competitive advantage.

8. What are the three pillars of empirical process control in Scrum?

   Transparency, Inspection, and Adaptation.

9. What is the difference between empirical and defined (predictive) process control?

   Empirical control makes decisions based on observation and experimentation (good for complex, uncertain work), while defined control assumes the process is well understood and repeatable, planned fully up front.

10. What does the pillar of Transparency require in Scrum?

    That significant aspects of the process be visible to those responsible for the outcome, defined by a common standard (e.g., a shared Definition of Done) so observers share a common understanding.

11. What does the pillar of Inspection require?

    Scrum users must frequently inspect Scrum artifacts and progress toward a goal to detect undesirable variances, without inspection being so frequent that it gets in the way of the work.

12. What does the pillar of Adaptation require?

    If an inspector determines that an aspect deviates outside acceptable limits and the resulting product will be unacceptable, the process or material must be adjusted as soon as possible to minimize further deviation.

13. Empirical process control is best suited to what kind of work?

    Complex work where requirements and technology are uncertain and outcomes cannot be fully predicted in advance.

14. What are the two foundational concepts on which Scrum's theory is based?

    Empiricism (knowledge comes from experience and decisions are based on what is observed) and Lean thinking (reducing waste and focusing on the essentials).

15. What is the central idea of Lean thinking?

    Maximize customer value while minimizing waste by focusing on the essentials and continuously improving the flow of value.

16. In Lean, what term is used for waste, and what does it mean?

    'Muda' — any activity that consumes resources but creates no value for the customer.

17. Name several common types of waste targeted by Lean thinking.

    Overproduction, waiting, unnecessary transport, over-processing, excess inventory, unnecessary motion, defects, and unused talent/skills.

18. How does Scrum reflect Lean's waste reduction in practice?

    By delivering only the highest-value work first, limiting work in progress through short Sprints, reducing handoffs, and using inspection to catch defects early.

19. What is the Cynefin framework used for?

    It is a sense-making framework that helps leaders classify problems into domains so they can choose an appropriate response based on the relationship between cause and effect.

20. Name the five domains of the Cynefin framework.

    Clear (Obvious/Simple), Complicated, Complex, Chaotic, and Disorder (Confusion).

21. In the Cynefin 'Complex' domain, what is the recommended approach?

    Probe–Sense–Respond: run safe-to-fail experiments because cause and effect are only clear in hindsight (emergent practice). This is where Scrum fits best.

22. In the Cynefin 'Complicated' domain, what is the approach and who is needed?

    Sense–Analyze–Respond using good practice; cause and effect require expertise/analysis, so experts are needed (the domain of 'known unknowns').

23. In the Cynefin 'Clear/Obvious' domain, what is the approach?

    Sense–Categorize–Respond using best practice; cause and effect are obvious to everyone.

24. In the Cynefin 'Chaotic' domain, what is the approach?

    Act–Sense–Respond; there is no clear cause-and-effect relationship, so act first to establish order, then sense and respond (novel practice).

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