Professional Certificate in Scrum Master & Agile Delivery

What you will be able to do

• Diagnose why a team's agile practice has stopped working
• Facilitate every event so it earns its place in the week
• Coach a team and its Product Owner toward a healthy backlog
• Measure flow without creating incentives to game it
• Raise organizational impediments in leadership's language

What is inside

6 modules, 30 lessons. Each module ends in a graded quiz and most carry an assignment.

1. 01

   Agile Foundations and Why Teams Struggle

   Where agile delivery came from and the specific problem it was invented to solve, the four values and the principles behind them translated into plain working language, an honest comparison of sequential and iterative delivery that treats both as tools rather than tribes, the empirical loop of transparency, inspection and adaptation that makes the Scrum framework work at all, the failure patterns that produce teams running every ceremony with none of the benefit, and what a Scrum Master actually is and is not. Taught through Orbit Software, a fictional product company whose Orbit team holds every Scrum event on the calendar and has quietly removed the feedback loop that made those events worth holding.

   5 lessons · 15 quiz questions

2. 02

   The Scrum Framework End to End

   The whole Scrum framework taught as one working system rather than a list of meetings. Covers the three accountabilities of Scrum Master, Product Owner and Developers and exactly where each one stops, the five events and the specific question each is designed to answer, the three artifacts and the commitments attached to them, the Sprint as a container and why the Sprint Goal matters more than the item list, what a timebox is and is not, and what breaks when any single piece is skipped. Taught through Orbit Software, a fictional product company whose Orbit team performs every Scrum ceremony without the feedback loop that makes the ceremonies mean anything.

   5 lessons · 15 quiz questions

3. 03

   Facilitation and Coaching

   The craft that turns Scrum events from meetings people attend into meetings that change what happens next. Covers facilitation as a four part discipline of preparation, participation, decision and follow through, converting the Daily Scrum from a status report into a coordination event, running a Sprint Retrospective that produces one owned action instead of nineteen orphaned ideas, the four stances of teaching, mentoring, coaching and facilitating and how to choose between them, powerful questions, handling dominant voices, silence and conflict, and psychological safety expressed as behaviours a Scrum Master can actually practise. Taught through Orbit Software, a fictional product company whose Orbit team runs every Scrum ceremony on schedule without the feedback loop that makes them work.

   5 lessons · 15 quiz questions

4. 04

   The Product Owner Partnership and the Backlog

   The half of the Scrum Master job that lives outside the events. Covers what a healthy Product Backlog looks like and who is accountable for it, ordering by value and by risk rather than by volume or volume of complaint, refinement as a continuous habit instead of a long weekly meeting, writing items that describe outcomes rather than instructions, using a definition of ready as a heuristic instead of a stage gate, running Sprint Planning so that it produces a real Sprint Goal, and what to do when the Product Owner is absent, overloaded, or acting as a message carrier for other people. Taught through Orbit Software, a fictional product company whose Orbit team runs every Scrum ceremony on schedule without the feedback loop that makes any of them work.

   5 lessons · 15 quiz questions

5. 05

   Metrics, Flow and Scaling

   How to measure a delivery team honestly. Covers the difference between output, outcome and flow, why velocity is a planning aid and never a target, the flow triad of cycle time, throughput and work in progress, work item age as the only flow metric that changes what you do today, the specific ways delivery metrics get gamed and the guardrails that hold, forecasting with ranges and probabilities instead of single dates, and what happens when one team becomes several: what the scaling frameworks are actually trying to solve and how to design cross team dependencies out before you try to manage them. Taught through Orbit Software, a fictional product company whose Orbit team runs every Scrum ceremony on schedule without the feedback loop that makes any of them work.

   5 lessons · 15 quiz questions

6. 06

   Organizational Change and Your Agile Career

   The final module takes the work outward. You will learn to separate the impediments a team can fix for itself from the ones that live in policy, structure and incentives, build an impediment log that earns a decision, make the case to leadership in the currency they actually buy in, work with middle managers instead of around them, adapt the Scrum framework honestly for regulated products and for non-software teams, and measure whether the change helped using metrics that resist gaming. It closes with the career track from one team into coaching and delivery management, how Scrum Master interviews are really run, and what the named credentials do and do not prove. Taught through Orbit Software, a fictional product company whose Orbit team runs every Scrum event on schedule and still has no feedback loop. This module carries the course capstone.

   5 lessons · 15 quiz questions · assignment