Skip to main content

Scrum Course Review


Last year I had the privilege of training 91 people in Scrum and Agile Project Management. Two in-house courses and five public courses, including a Certified Scrum Master course together with Andreas Schliep.
After every course, I ask the participants for feedback. And I am happy to report that the overall impression is on the average between 4.2 and 4.7 on a 1-to-5 scale. (In fact, if someone gives me a 3, I try to find out why!). 

What do people like about my courses? Some high points from the CSM Course:
  • Gripping case studies
  • Tennis ball games ('ball point game')
  • Important questions got answered
  • Brownies
  • Scrum as the organizing principle of the course
  • Dialogue between Scrum Trainers Peter & Andreas
And from the Scrum Jumpstart courses:
  • Sprint Zero & One
  • Ball point game
  • Retrospective as introduction to the Scrum
  • Open discussion about real cases
  • Practical exercises
But the most important part are the suggestions for improvement. And after every course, I try to address as many of the potential improvements as possible.

Some suggestions from the last courses which will be implemented by the next course:
  • Better training rooms - in 2009 the open courses should be held at Digicomp.
  • Support networking between participants - for those who want to exchange contacts with other participants
  • A Beginners Scrum Course (Scrum Jump Start) and an Advanced (Certification) Scrum Course - this was always the case, but now the descriptions, audience and prerequisites are clearer.
  • A Product Owner's Scrum Course - for Planning and Managing Agile Projects. The Product Owner has the hardest job in Scrum. I had to postpone this till February, but the first one will be held next month.
Thank you to all the participants last year. The program for 1Q 2009 Scrum Courses is now online. I look forward to seeing you again, either in a course or at a future Scrum Breakfast!


Comments

Popular posts from this blog

Sample Definition of Done

Why does Scrum have a Definition of Done? Simple, everyone involved in the project needs to know and understand what Done means. Furthermore, Done should be really done, as in, 'there is nothing stopping us from earning value with this function, except maybe the go-ahead from the Product Owner. Consider the alternative:
Project Manager: Is this function done?
Developer: Yes
Project Manager: So we can ship it?
Developer: Well, No. It needs to be tested, and I need to write some documentation, but the code works, really. I tested it... (pause) ...on my machine. What's wrong with this exchange? To the developer and to the project manager, "done" means something rather different. To the developer in this case, done means: "I don't have to work on this piece of code any more (unless the tester tells me something is wrong)." The project leader is looking for a statement that the code is ready to ship.

At its most basic level, a definition of Done creates a sh…

Scaling Scrum: SAFe, DAD, or LeSS?

Participants in last week's Scrum MasterClass wanted to evaluate approaches to scaling Scrum and Agile for their large enterprise. So I set out to review the available frameworks. Which one is best for your situation?

Recently a number of approaches have started gaining attention, including the Scaled Agile Framework ("SAFe") by Dean Leffingwell, Disciplined Agile Development (DAD), by Scott Ambler, and Large Scale Scrum (LeSS), by Craig Larman and Bas Vodde. (Follow the links for white papers or overviews of each approach).

How to compare these approaches? My starting point is Scrum in the team. Scrum has proven very effective at helping teams perform, even though it does not directly address the issues surrounding larger organizations and teams. An approach to scaling Scrum should not be inconsistent with Scrum itself.

Scrum implements a small number of principles and constraints: Inspect and Adapt. An interdisciplinary Team solves the problem. Deliver something of va…

Five Simple Questions To Determine If You Have the Agile Mindset

My company has started a top-down transition to Scrum and Kanban. Will that make us an Agile company? About 2 years ago, I attended a conference hosted by the Swiss Association for Quality on the topic of Agility. As a warm-up exercise, the participants were given the 4 values of the Agile Manifesto, then asked to arrange themselves in space. How Agile is your company? How Agile do you think it should be? Very Agile on left, very traditional on the right. There was a cluster of people standing well to the right of center. “Why are you standing on the right?” It turns out that they were all from the railway. “Our job is to run the trains on time.” They were uncertain whether this agility thing was really aligned with their purpose.
Is Agility limited to software? Steve Denning has collected the evidence and laid out the case that Agile is not limited to software, nor is it merely a process, nor is it something you can do with part of your time, nor is it something you can have your …