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Scrum Coaches and Trainers

Importance of Coaches and Trainers in Scrum

Discusses the role, responsibility, and benefits of having Scrum coaches and trainers within a company. Highlights key skills needed, and how they can benefit the Scrum team.
5 minutes 5 Questions

Concepts covered: Scaling Scrum, Scrum Ceremonies Facilitation, Scrum or Agile Coaching, Agile Mindset, Scrum Principles, Scrum Metrics and Reporting, Scrum Artifacts Understanding, Building High-Performing Teams, Scrum Events Facilitation, Stakeholder Engagement, Scrum Practices, Scrum Retrospective

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CSM - Scrum Coaches and Trainers Example Questions

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Question 1

You are using an Earned Value Management System to track performance. Halfway through the project, you notice that the actual cost is far less than the earned value. How might you interpret this?

Correct Answer: The project is under budget, implying good financial performance.

In Earned Value Management System (EVMS), when actual cost is less than the earned value, it positively implies that the project is under budget. This indicates a good financial performance, as you are achieving the intended work for less expense. The second answer is incorrect, as the statement in the question traverses the scenario of over budget. The third answer is unrelated to the question, as the efficiency or work intensity of the team cannot be determined solely from the financial metrics. The fourth answer claiming the system isn't working is also incorrect. The given trend is a possible scenario in a well working EVMS, indicating positive performance.

Question 2

Your Scrum team has a few recurring issues that impact its productivity but discussions around these issues often turn argumentative. In your upcoming retrospective, how would you address this situation?

Correct Answer: Facilitate a constructive discussion focusing on the issues not individuals

The best approach as a ScrumMaster is to 'Facilitate a constructive discussion focusing on the issues not individuals'. This approach enables the team to focus on resolving the issues rather than getting personal. Addressing contentious issues in retrospectives can help teams to improve, and it is important to ensure that discussions remain focused on resolving issues. 'Try to avoid these topics completely' isn't a beneficial approach as it doesn't address the issues directly and allows them to persist. 'Let the team resolve these issues on their own' can be a useful tactic once the team dynamics are strong and healthy, but in this scenario, it could just perpetuate the problem. Lastly, 'Point out the team members responsible for the issues' could potentially lead to a defensive and uncooperative environment which is not conducive to problem-solving and team building.

Question 3

The team has had a successful sprint, but in the retrospective, no one has any improvement points. As the Scrum Master, how do you react?

Correct Answer: Encourage them to think about even smaller areas where there could be room for potential improvement.

The best possible answer is 'Encourage them to think about even smaller areas where there could be room for potential improvement.'. This is because the role of a Scrum Master is to facilitate continuous improvement, and even when a team is doing well, there are always areas for potential enhancement. The other responses are not the best approaches. 'Let it go as there are no issues.' implies a lack of proactive approach in seeking ways to improve the team's performance. 'Instruct them to invent some improvements anyway.' may urge the team to create unnecessary changes, which could lead to contrived solutions. 'Critique them for not being critical enough of their performance.' sounds like blaming the team when there might not be substantial grounds for critique.

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