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GAQM CSM-001 : Certified Scrum Master (CSM) Exam

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Exam Number : CSM-001
Exam Name : Certified Scrum Master (CSM)
Vendor Name : GAQM
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CSM-001 test Format | CSM-001 Course Contents | CSM-001 Course Outline | CSM-001 test Syllabus | CSM-001 test Objectives

As a Certified ScrumMaster (CSM)- youll help the Scrum Team perform at their highest level. CSMs also protect the team from both internal and external distractions. Through the certification process- you will learn the Scrum framework and gain an understanding of team roles- events- and artifacts.

Expand your career opportunities across all industry sectors adopting Agile practices
Demonstrate your attainment of core Scrum knowledge
Learn the foundation of Scrum and the scope of the role
Engage with Agile practitioners committed to continuous improvement

ttend a live online or in-person course taught by a Certified Scrum Trainer (CST)- or receive coaching from a Certified Agile Coach (CAC).
After successfully completing the course- you will need to accept the License Agreement- take the 50 question CSM test- and answer 37 out of the 50 questions correctly within the 60 minute time limit

Four values of the Agile Manifesto
Twelve principles of the Agile Manifesto
Definition of Scrum
Relationship of Scrum to agile
Empirical process control as it relates to Scrum
The 3 pillars of empirical process control and their importance
How and why "incremental" is an important characteristic of Scrum
How and why "iterative" is an important characteristic of Scrum
"Applicability of Scrum (addresses complex adaptative problems across multiple
Identify the five Scrum values
How and why commitment is an important Scrum value
How and why courage is an important Scrum value
How and why focus is an important Scrum value
How and why openness is an important Scrum value
How and why respect is an important Scrum value
Why self-organizing is an important characteristic of Scrum teams
Why cross-functional is an important characteristic of Scrum teams
Identify the roles on the Scrum team
Identify the responsibilities and characteristics of the ScrumMaster
Identify the responsibilities and characteristics of the Scrum Product Owner
Identify the responsibilities and characteristics of the Scrum Development Team
"Understanding responsibilities and characteristics of the ScrumMaster -- servant leader for the Scrum team"

"ScrumMaster service to the Organization -- coaching- facilitation- removing impediments"
"ScrumMaster service to the Development Team -- coaching- facilitation- removing impediments"
"ScrumMaster service to the Product Owner -- coaching- facilitation- removing impediments"
Characteristics- value and/or purpose of the Sprint
Sprint Planning -- characteristics- value- purpose and/or role of participants
Daily Scrum -- characteristics- value- purpose and/or role of participants
Sprint Review -- characteristics- value- purpose and/or role of participants
Retrospective -- characteristics- value- purpose and/or role of participants
Understand the purpose and value of Scrum artifacts
Identify Scrum artifacts
Product Backlog - characteristics- value and purpose
Sprint Backlog -- characteristics- value and purpose
Increment -- characteristics- value and purpose
Understanding importance of transparency of artifacts to evaluate value and risk
Identify the downsides of lack of transparency
Importance of establishing the definition of "Done"
Characteristics of Product Backlog items

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GAQM Scrum Study Guide

Leveraging Small groups to Scale Agility - a pink Hat Case examine | CSM-001 test Braindumps and Latest Questions

Key Takeaways
  • Desizing teams helps to scale agility in huge agencies by way of increasing opportunities to construct trust, fail and study sooner
  • Cultural alternate within corporations takes time and requires “buy in” from all stakeholders
  • agencies adopting an agile methodology need to have the desire to stream faraway from a “command and control” approach 
  • It is not adequate to reorganize the individual groups engaged on materials of a mission for agile; success requires that the whole product development organization be structured as it should be
  • it's essential to have clear position definitions right through Scrum implementation; appropriately described roles and goals allow team individuals to act as cross-group contributors and allows for more desirable coordination in the larger company
  • this article gives you a sneak peek into the adoption of Agile methodology at crimson Hat within the platform engineering company. groups engaged on crimson Hat’s flagship product, pink Hat commercial enterprise Linux (RHEL), a Linux working device, are divided into purposeful groups called subsystems. here we're going to focal point on the Agile adventure of one of the specific groups, the identification administration subsystem, offered from the perspective of the Agile practitioner working with the crew. The Agile adoption described in this article has now not been uniform throughout the complete Engineering company. here's by using design, as it allows for each group to have the time and area to Excellerate a method of supplying work it's appropriate for them. This additionally skill that different groups have diverse ranges of Agile maturity and adoption. 

    At red Hat, a unified Agile observe team courses with the conception that they will do what's correct, when it's appropriate. This group, constructed of Agile practitioners, gives training, suggestions and serves as Agile coaches to individual groups to help them always increase and decide the methodology that matches most efficient. Some crimson Hat teams use Scrum, some use Kanban, and a few use a hybrid strategy. 

    for this reason, Agile adoption has differing levels of maturity across the product teams. For RHEL, as a whole, this event all started over six years in the past. despite the fact, the id management subsystem all started their Agile journey four years ago and is for this reason at a different stage of maturity in comparison to different subsystem groups. crimson Hat has chosen a non-religious Agile strategy as they accept as true with this is the most fulfilling strategy to approach their co-people and introduce change progressively. As being Agile is an ongoing procedure, there is not any real endpoint for a crew to become Agile, in particular Scrum groups working in continual retrospection and growth cycles.

    The circumstance at pink Hat - context for the trade

    At purple Hat, the dreams of Agile adoption are to align their engineering teams with enterprise ambitions, enrich their time to market, and raise the value of the customer experience. They started their Agile adventure once they diagnosed that their engineering teams have been challenged to join all of their work through the product construction chain lower back to the desires laid out by using product management and the wants of their consumers. What they essential become to eliminate the hole between the product management groups and the engineering teams. It wasn’t an issue that may be solved with the aid of without problems hiring greater product managers. They necessary to revise the present roles and create the right work environment. They crucial to undertake an Agile transformation.

    once I started my engagement with the identity management subsystem group, they already had some Agile event received through training. besides the fact that children, they have been battling how to fit Agile practices into their present atmosphere. at the beginning of my time with the group, I begun by mapping out who the players were, determined how many individuals were definitely contributing to the assignment, and identified what the dependencies have been that had to be taken into consideration.

    The core neighborhood had more than forty contributors cut up between first-class administration and Engineering groups alongside a totally disconnected Documentation crew. functional americans managers had been trying to introduce a Scrum methodology, whereas also now not letting go of the ordinary “command and control” approach.  This ended in a condition the place three unstable Scrum groups had 10+ Scrum boards, exposing conflicting priorities. moreover, Scrum crew membership changed at every new release as americans moved between these teams.

    At this part of Agile adoption, the subsystem group, standard, had reached the boundaries of their potential to grow on their own. They requested for help as they were self stimulated to move additional. At this aspect, their maturity degree changed into on the learning curve part. My preliminary purpose changed into to align all and sundry working on the assignment to a shared knowing of the preferred conclusion aim.

    once I first requested this group of engineers why they have been doing Scrum, they answered that they desired to Excellerate the communique. They recognized the leading problem as conversation silos between “builders” and “high-quality engineers.” These two agencies had been nearly working as two separate groups with different dreams and targets.  once I came along, people managers had been serving as product owners and Scrum Masters. They knew this may no longer scale and that the verbal exchange problems weren’t going away.  for this reason they asked for the help of the Agile practice group and bought me.

    developing small application construction groups

    Small software building teams can raise the volume of completed work on account of these three small software groups candy spots:

  • Clear dependency administration. The creation of smaller teams ensures that each and every team can focal point on attaining their certain goals. A smaller container of focus raises the skill to comprehensive work.
  • extended group maturity. allowing groups and americans to fail quick helps speed up the groups’ maturity degree.  This freedom is more straightforward to achieve with small groups.
  • establishing smaller teams requires the team contributors to prolong have faith to others and empowers individual interaction. This creates a safe space the place comments is welcome and persisted growth turns into feasible.
  • After speakme to the individuals managers and gathering retrospective feedback from the subsystem group, it grew to become clear that the present organizational structure mandatory adjustment. They decided that they would break up the existing enormous subsystem group into smaller long lasting Scrum teams. You’ll word that i am the usage of “we” right here and not “they” or “I.”  here is as a result of these decisions had been an agreement at the team level, no longer a change enforced via management.

    also word that this exchange didn't take place overnight. within the beginning, I started with  attending the quite a few team meetings to peer what dynamic they have been operating. And yes, those 40ish individuals were having a lot of meetings. loads of my center of attention turned into directed on who was who, and who led the vast majority of the conversations. I all started with hunting for essential patterns, e.g. are the conferences running on time? Does everybody have an opportunity to make contributions? Is there any person who dominates the dialog? The starting point became to get to grasp all of the team contributors as individuals and to remember how they work as a crew.

    The subsequent step turned into to introduce an improvement plan to the subsystem team. This plan covered reorganizing the purposeful teams, as separated by people managers, and the latest Scrum group constitution. it is essential at this element to bear in mind that this community notion they had three Scrum groups, however, as a result of all and sundry shifted groups after each and every new release, they without difficulty had one Scrum group. additionally, they had over 10 diverse Scrum boards which introduced to the confusion. ultimately, there become no clear definition of completed, which made it very challenging to ever basically be performed.

    i used to be lucky to have full aid of the project sponsors every step of how. This supposed that as a metamorphosis agent working with this team, I had help of the better engineering corporation’s senior management. Their help allowed me to provide reassurances to the group that this transformation and boom effort was understood and valued, although it had a brief-time period speed cost.

    The senior engineering leaders were working on their own transformation to scale Agile utilization and benefit extended collaboration and verbal exchange between subsystem teams. This massive product stage transformation turned into focused, partially, on connecting all of the work they do in engineering to their goals and wishes. This required the potential to evaluation and replace a assignment-specific roadmap and a transparent clarification of the typical product’s goals to the groups i used to be working with. 

    This explanation of the bigger pursuits turned into difficult because of how they work. crimson Hat is an commercial enterprise software company with an open supply development model. for this reason, the independence of their engineers is crucial to their skill to be a success within the open supply initiatives they rely on. those projects may have dreams which aren't thoroughly aligned with their product dreams, and for this reason they deserve to make certain their engineers have the capability to do right by each sets of dreams. They were scaling out their Agile company whereas holding the independence of their engineers and moving the focus to offering value and being liable for the product as one team. This made everyone equal.

    With this happening within the better corporation, and with the collaboration of venture and people managers, they shaped three solid groups with committed product homeowners, and specific and neatly-described know-how areas. They were capable of introduce missions and long term goals. This wouldn’t had been possible without the assistance and contributions of people managers. They have been in a position to do wonderful prep work during their 1:1s with their functional crew individuals, soliciting for aspirations and dreams. This allowed us to map every person to the newly created small Scrum teams in a way that both made feel for the product and aligned with what excited and encouraged the contributors.

    because the Scrum teams labored, one of the crucial unique retrospective findings turned into that people have been spending loads of their time resolving infrastructure, pipeline, examine automation, and identical concerns. Their takeaway was to create a DevOps Scrum team in the id administration subsystem team to focus on CI/computerized checking out and automation of a variety of guide tactics. They wanted to shift this work to people who may focus on it and simultaneously create area for deeper focus for different contributors who would now be able to rely on this infrastructure as an alternative of additionally thinking about it.  moreover, this work required shut cooperation with a variety of different groups and representatives from the broader company’s DevOps practitioners. This DevOps Scrum team offered the management and technical contribution that helped finally carry a CI answer built-in into the higher red Hat commercial enterprise Linux ecosystem and the CI systems being developed by using other teams. extra importantly, this work additionally supported a shift in engineering frame of mind to focal point on automation and automating checking out.    

    Measuring success

    It’s easy to delivery with measures like tremendous remarks from management or timely deployment. however, perhaps probably the most critical size is the crew’s self-comparison. nine months after adjustments were made, they had an in-person meeting of this geographically distributed crew. This gave us the opportunity to do a group recreation to bring together comments. They cautiously structured it to be certain every person participated.

    We found that crew contributors from all three Scrum groups reported raises in feelings of:

  • universal responsibility over the achieved objects
  • Mutual have confidence 
  • Sharing and collaboration
  • To this i'd add that they had finished a situation the place everybody turned into comfortable expressing their opinion and taking part; an important change from the place they began.


    I realized that developing smaller groups definitely helps the transition from a group of individual contributors to a self-managing group. here is critical as you cannot be successful with an Agile transformation if the group isn’t equipped, comfortable and free to self-control.

    Doing Agile does not all the time mean being Agile. The beginning state of this group Tested this within the method they have been working. They’d had practicing and had wound up with a rotating forged of characters in scrum teams with 10+ boards. After I arrived, they did another working towards cycle on Agile. This occurred after the crew had dedicated to doing Agile and helped every person to purchase the equipment for success. Even with their previous challenges, like many teams new to Agile they obtained excited. potential is vigor. however even helping move the team participants from newbie to beginner nonetheless left them scuffling with ideas like capacity. They, like many teams, struggled to bear in mind what their group capability degree turned into. They tended to overcommit the volume of labor to be completed in every sprint. here's the place a Scrum master can help by means of helping guide a group to maturity as they gain knowledge of to carry price and be chargeable for it as a crew.

    it could had been unimaginable for me to do my work if my manager and the crew didn’t trust me. I all started with the believe given to me by using my manager and the trust of the purposeful managers as a platform to build on. I layered the have confidence of the senior engineering management on true of that. Trusting your change agent, is, i would say, the starting point of scaling Agile inside any firm. The next step is to be certain that the group you’re working with trusts themselves. 

    moreover, as a result of feedback collected from work with this subsystem team and others, the position of product proprietor in the total engineering organization turned into formalized. This method empowered the product homeowners, who aren't product managers, to make selections.  here's done by using having them work directly in the Scrum groups and with the imperative product managers.  while product house owners are constantly product managers, this trade allow us to scale stronger than attempting to exchange engineering and develop their product management efforts simultaneously.

    information for agencies that want to go toward smaller groups

    a focus on smaller teams can help any firm wanting to undertake an Agile transformation, even if at scale or in a smaller context.  The means to mature quicker, focus better, clearly outline your dependencies and nurture and expand trust makes smaller groups the top-rated choice.

    starting small when attempting whatever thing new is always a good idea. if your enterprise is looking to scale Agile methodology throughout the organization, beginning with smaller teams will in reality now not damage. 

    measurement is frequently a synonym for fulfillment.  At a corporation level this is regularly true, youngsters, with teams, size matters. As teams get better, conversation breaks down and have confidence is harder to establish.

    Small teams scale smartly. they can more comfortably make clear dependencies and raise focal point, resulting in a rise in the ability to complete work.  Smaller teams can mature sooner and might be trained from a “fail speedy” mentality greater simply as a result of they can directly find their freedom within the neighborhood.  

    a collection of smaller groups reinforces the deserve to have faith others because your smaller group can by no means do everything required for a successful product cargo. which you could best build your part and trust others to do the equal. This believe to different teams is developed on inside crew believe and in flip, strengthens it. believe is sort of a muscle; you ought to activity it.

    in the authentic spirit of Scrum, you should continually overview and adapt. You cannot just kind a group and go away it.  moreover, that you could’t just hold including individuals to teams and expect them to proceed to work. Go small to go large!

    Dominika Bula is an Agile practitioner at purple Hat, based mostly in the Czech Republic. She is each an authorized Scrum grasp and a PMI licensed Agile practitioner. As an enthusiastic participant of Agile and DevOps group of observe, Bula contributes to throughout her event with Agile, she has coached multiple engineering teams. Bula has a Masters diploma and her training has been focused on cultural stories and psychology.  She has utilized this to various aid and non-engineering know-how roles and has finished work in business, finance, procedure administration and repair delivery.  follow her on Twitter @domibula.

    She spoke about getting extra work done with smaller teams at Scrum master Summit 2021.

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    I nostri servizi sono devoluti ai privati, agli armatori, alle agenzie del settore nautico, ai Brokers,.......



    "La nostra non è una scelta di vita, bensi uno stile di vita."



    Meteo e previsioni del tempo in Italia, sempre aggiornate.




    Spazio dedicato ai servizi per la Nautica da Diporto

    Trasferimenti Yachts, Imbarcazioni e Navi da Diporto

    Trasferire il vostro yacht/imbarcazione da un porto all’altro, riprenderlo da un Cantiere dove era in rimessaggio, consegnarlo da un Broker all’acquirente o solo ritrovarselo nella località dove avete scelto di trascorrere le vostre vacanze, spesso può rappresentare un grande dilemma, soprattutto nel sapere a chi affidare la sicurezza della vostra imbarcazione.

    Per questo ci siamo NOI!

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    Il trasferimento del vostro yacht/imbarcazione con


    diventa la risoluzione di ogni vostro problema.