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PAL-EBM Professional Agile Leadership - Evidence Based Management (PAL-EBM)

Exam Specification:

- Exam Name: Professional Agile Leadership - Evidence Based Management (PAL-EBM)
- Exam Code: PAL-EBM
- Exam Duration: 1 hour and 30 minutes
- Exam Format: Multiple-choice and multiple-select questions

Course Outline:

1. Introduction to Professional Agile Leadership (PAL) and Evidence Based Management (EBM)
- Understanding the role of Agile leaders in driving organizational success
- Overview of Evidence Based Management principles and its application in Agile environments
- Introduction to key metrics and measurement techniques in EBM

2. EBM Foundations and Metrics
- Exploring the four key EBM domains: Current Value, Unrealized Value, Time to Market, and Ability to Innovate
- Understanding how to measure and track EBM metrics within an Agile organization
- Utilizing data-driven insights to make informed decisions and drive improvement

3. Aligning Goals and Objectives
- Setting clear organizational goals and objectives that align with Agile principles
- Establishing key results and performance indicators to measure progress and success
- Creating a culture of transparency, accountability, and collaboration

4. Building High-Performing Teams
- Developing and nurturing self-organizing Agile teams
- Fostering a culture of continuous learning and improvement within teams
- Empowering teams to make data-driven decisions and take ownership of their work

5. Agile Leadership Practices
- Leading by example and embodying Agile values and principles
- Removing impediments and creating an environment conducive to Agile success
- Supporting and coaching teams in adopting Agile practices

6. Agile Transformation and Change Management
- Leading organizational change towards Agile ways of working
- Identifying and addressing resistance to change
- Creating a shared vision and empowering individuals to drive change

Exam Objectives:

1. Understand the principles and practices of Professional Agile Leadership.
2. Apply Evidence Based Management principles and metrics in an Agile context.
3. Align organizational goals and objectives with Agile principles.
4. Build and support high-performing Agile teams.
5. Demonstrate Agile leadership practices and behaviors.
6. Lead Agile transformation and change management efforts.

Exam Syllabus:

The exam syllabus covers the following topics (but is not limited to):

- Introduction to Professional Agile Leadership and Evidence Based Management
- EBM foundations and metrics
- Aligning goals and objectives in Agile organizations
- Building and nurturing high-performing Agile teams
- Agile leadership practices and behaviors
- Agile transformation and change management
Professional Agile Leadership - Evidence Based Management (PAL-EBM)
Scrum Professional techniques

Other Scrum exams

PSM-I Professional Scrum Master I - 2023
Scrum-PSM-II Professional Scrum Master II
Scrum-Master-Certified Scrum Master Certified
DASM Disciplined Agile Scrum Master
PAL-I Professional Agile Leadership (PAL-I)
PSK-I Professional Scrum with Kanban level I
PSPO-I Professional Scrum Product Owner I
PSPO-II Professional Scrum Product Owner II
SAFe-DevOps SAFe 5 DevOps Practitioner (SDP)
SAFe-Practitioner SAFe 5 Practitioner (SP)
SSM SAFe 5 Scrum Master (SSM)
SAFe-RTE Certified SAFe Release Train Engineer (RTE)
DASSM Disciplined Agile Senior Scrum Master
PAL-EBM Professional Agile Leadership - Evidence Based Management (PAL-EBM)
Scrum-PSD Professional Scrum Developer (PSD)
Scrum-PSD-I Professional Scrum Developer (PSD-I)
Scrum-SPS Scaled Professional Scrum (SPS)
SAFe-Agilist SAFe-Agilist
SAFe-LPM SAFe 5.1 Lean Portfolio Manager
ASSM SAFe 5 Advanced Scrum Master (SASM)

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http://killexams.com/pass4sure/exam-detail/PAL-EBM
Question: 127
As low-value features and systemic impediments accumulate, more budget and time is consumed maintaining the
product or overcoming impediments, reducing A2I (Ability to Innovate).
A. True
B. False
Answer: A
Explanation:
As low-value features and systemic impediments accumulate, more budget and time is consumed maintaining the
product or overcoming impediments, reducing its available capacity to innovate. In addition, anything that prevents
users or customers from benefiting from innovation, such as hard to assemble/install products or new versions of
products, will also reduce A2I.
Question: 128
Which are the three types of goals described in the Evidence-Based Management framework? (Choose three)
A. The Strategic Goal.
B. Nexus Goals
C. The Intermediate Goal.
D. Tactical Goals.
E. Sprint Goals
Answer: A,C,D
Explanation:
Complex problems require organizations seek solutions toward in a series of small steps, inspecting the results of each
step, and adapting their next actions based on feedback. This model has several key elements:
Question: 129
What are the key characteristics of an effective strategic goal? (Choose all that apply)
A. A strategic goal should be measurable.
B. A strategic goal is usually focused on achieving a highly desirable but unrealized outcome.
C. A strategic goal should encourage organizational alignment.
D. A strategic goal should be transparent.
Answer: A,B,C,D
Explanation:
The Strategic Goal is usually focused on achieving a highly desirable but unrealized outcome for a specific group of
people that results in improved happiness, safety, security, or well-being of the recipients of some product or service.
When setting goals, organizations must define specific measures that will indicate that the goal is achieved. In other
words it should be measurable. Goals, measures, and experiments should be made transparent in order to encourage
organizational alignment.
Question: 130
Product 1 creates profits of 1 million currently. Product 2 creates profits of 2 million currently.
Which product creates more value for customers?
A. We do not have enough information to know
B. Product 2
C. Product 1
Answer: A
Explanation:
In the Scrum framework, it is important for Scrum Teams to deliver a valuable Increment as frequently as they can -
at least once per Sprint. Each Increment brings the team and its stakeholders one step closer to a valuable Product
Goal.
Whenever the Scrum framework talks about value, it refers to the valuable transactions between the Scrum Team
and its stakeholders. In other words, something can only be valuable when it is delivered to and validated by
stakeholders - until then any value is purely hypothetical.
As seen in the above question event though the Products are making millions of dollars of profits, they might not be
valuable to the company using it or product it. Remember profit does not equal customer value.
Question: 131
Using the four key value areas, EBM examines: (Choose all that apply)
A. The responsiveness of the organization in delivering value.
B. The effectiveness of the organization in delivering value.
C. The current state of the organization relative to the organizational goals.
D. Goals of the organization.
Answer: A,B,C,D
Explanation:
EBM looks at 4 Key Value Areas (KVAs). Defined measures will vary by organization, but all 4 areas contribute to an
organizations ability to deliver business value. These areas examine the goals of the organization (Unrealized Value),
the current state of the organization relative to those goals (Current Value), the responsiveness of the organization in
delivering value (Time-to-Market), and the effectiveness of the organization in delivering value (Ability-to-Innovate).
Note:
Question: 132
Which two Key Value Areas are most affected if a team is switching tasks or is interrupted? (Choose two best
answers)
A. Market share.
B. Potential System Value.
C. Ability to Innovate.
D. Time to Market.
Answer: C,D
Explanation:
Interruptions and task switching cause a team to lose focus, which results in less value being produced per interval of
time, which is another way of looking at their Ability to Innovate. It could potentially affect Time to Market because
interruptions cause loss of focus which can lead to delay.
A variety of things can impede a team from being able to deliver new capabilities and value (thus reducing A2I):
Question: 133
An organization has a large number of products and is unsure about how to allocate funding across the products.
Which of the following is the best way for them to proceed?
A. Let the Finance Director decide
B. Allocate funding equally across all products.
C. Allocate funding evenly based on the revenue share for each product.
D. Fund small incremental changes for each product and measure outcomes and repeat.
Answer: D
Explanation:
Small Incremental changes and the right measures can help us decide where best to allocate funds. Funding product or
service development in a series of experiments lets organizations test new ideas quickly, allowing the ideas that wont
work to be identified quickly. This lets the organization focus on the ideas that are more likely to produce better
results. Betting only a small amount minimizes the amount of effort wasted going down the wrong path when an
idea proves to be unworkable.
Also Organizations generally have more ideas than they have capacity to pursue.
When the organization tries to work on more ideas than it has capacity, they force teams to multi-task, which causes
the teams to lose focus, and become less effective:
o Each initiative takes longer to deliver because teams lose effectiveness when they switch contexts between different
initiatives
o Delaying value realization or feedback on value delivered deprives the organization of information it needs to make
course-correcting decisions
o Delaying feedback causes organizations to waste time and money on things that later prove to be valueless once they
get feedback.
Working on fewer things at a time, eliminating multi-tasking, helps organizations focus so that they finish everything
faster than they would if they took on more work and also reduced the risk of losing bigger funds on failed ideas.
Question: 134
An organization has many customers on different versions of the same product. Most of the employees in the
organization spend time and effort in maintaining all of the product variations. This leaves them with little time to
invest in product improvements.
Which of the following would best help the organization analyze its effectiveness to deliver new value? (Choose the
best answer)
A. Time to market
B. Ability to innovate
C. Current Value
D. Unrealized Value
Answer: B
Explanation:
Ability to Innovate expresses the ability of a organization to deliver new capabilities that might better meet customer
needs. The goal of looking at the A2I is to maximize the organizations ability to deliver new capabilities and
innovative solutions.
Organizations should continually re-evaluate their A2I by asking:
Question: 135
Playtech, a software company has recently acquired a lot of new clients. While the existing client products and
services are not impacted, the human resource department of the company has reached out to the management with
concerns about the increase in employee work hours.
Which KVA should the Playtech evaluate to understand how happy or stressed the employees currently are and
whether its increasing or decreasing?
A. Current Value
B. Unrealized Value
C. Time to Market
D. Ability to Innovate
Answer: A
Explanation:
Current Value (CV) reveals the value that the product delivers to customers, as of today. The Goal of looking at CV is
to maximize the value that an organization delivers to customers and stakeholders at the present time.
Current Value considers only what exists right now, not the value that might exist in the future.
Questions that organizations need to continually re-evaluate for current value are:
Question: 136
Unrealized Value helps measure:
A. The value achievable if all features currently in the Product Backlog were built and released.
B. The potential value that could be realized if the organization met the needs of all potential customers or users.
C. The potential value of features currently under development.
D. None of these options
Answer: B
Explanation:
Unrealized Value measures the potential value that could be realized if the organization met the needs of all potential
customers or users.
The goal of looking at Unrealized Value is for the organization to maximize the value that it realizes from a product or
service over time.
When customers, users, or clients experience a gap between their current experience and the experience that they
would like to have, the difference between the two represents an opportunity; this opportunity is measured by
Unrealized Value.
Questions that organizations need to continually re-evaluate for unrealized value are:
Question: 137
An organization has many customers on different versions of the same product. Most of the employees in the
organization spend time and effort in maintaining all of the product variations. This leaves them with little time to
invest in product improvements.
Which of the following would best help the organization analyze its effectiveness to deliver new value? (Choose the
best answer)
A. Time to market
B. Ability to innovate
C. Current Value
D. Unrealized Value
Answer: B
Explanation:
Ability to Innovate expresses the ability of a organization to deliver new capabilities that might better meet customer
needs. The goal of looking at the A2I is to maximize the organizations ability to deliver new capabilities and
innovative solutions.
Organizations should continually re-evaluate their A2I by asking:
Question: 138
Which two Key Value Areas are most affected if a team is switching tasks or is interrupted? (Choose two best
answers)
A. Market share.
B. Potential System Value.
C. Ability to Innovate.
D. Time to Market.
Answer: C,D
Explanation:
Interruptions and task switching cause a team to lose focus, which results in less value being produced per interval of
time, which is another way of looking at their Ability to Innovate. It could potentially affect Time to Market because
interruptions cause loss of focus which can lead to delay.
A variety of things can impede a team from being able to deliver new capabilities and value (thus reducing A2I):
Question: 139
An organization has many customers on different versions of the same product. Most of the employees in the
organization spend time and effort in maintaining all of the product variations. This leaves them with little time to
invest in product improvements.
Which of the following would best help the organization analyze its effectiveness to deliver new value? (Choose the
best answer)
A. Time to market
B. Ability to innovate
C. Current Value
D. Unrealized Value
Answer: B
Explanation:
Ability to Innovate expresses the ability of a organization to deliver new capabilities that might better meet customer
needs. The goal of looking at the A2I is to maximize the organizations ability to deliver new capabilities and
innovative solutions.
Organizations should continually re-evaluate their A2I by asking:
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Scrum Professional techniques - BingNews https://killexams.com/pass4sure/exam-detail/PAL-EBM Search results Scrum Professional techniques - BingNews https://killexams.com/pass4sure/exam-detail/PAL-EBM https://killexams.com/exam_list/Scrum Becoming a Servant Leader: Tips to Become a Great Scrum Master

When your organization begins using Agile methodology for projects in the development pipeline, success hinges of many things, but none more important than the team members themselves — their success and their buy-in. And in an Agile environment, if your software engineers are the players, then the Scrum Master is the team manager and is instrumental to achieve the results you want from your newly streamlined pipeline. With that in mind, let’s explore some of the skills and traits that make a world- class Scrum Master.

What Makes a Great Scrum Master?  
A great way to think of a Scrum Master is as the coach of the Scrum team. They are there to help the players succeed and to help the team win — where winning is understood to be achieving the business goals for whatever software development is underway while helping the individual team members get better. In a well-designed team, the two go hand-in-hand: individual and team success. Team cohesion and empowerment are the core of what great Agile teams do.

Scrum Master Skills
A Scrum Master needs to have many of the core skills expected in technical and leadership roles:  communication, adaptability, technical capability, and flexibility. These are important, but they are not what differentiates a good Scrum Master from a great one. What does differentiate a great Scrum Master is a strong analytical mindset and superb facilitation skills.

Facilitation skills are the close cousin of communication skills, but they are different in important ways. The Scrum Master should lead the Scrum process and offer ideas on how to improve the effectiveness of meetings, discussions and Scrum events. They should also increase the transparency of the processes within the team. The Scrum Master advises teams on which techniques are helpful and which aren’t. Sometimes, the Scrum Master must take on the role of psychologist to manage the stress level of the team or to resolve conflicts.  Conflict resolution expertise is an added benefit in these situations.

The Scrum master provides support and coaching to team members. Scrum Masters help their dev teams, product owners and the entire organization understand what Scrum is and when (and how) it works best. Remember, the Scrum Master is not a manager. A Scrum Master is a servant-leader and should be an example of persuasion, the right approach, and process discipline (though with a firm grounding in the real world). Scrum Masters should push the team to maximize their efforts as a part of the team, through persuasion, and not using authority or ‘because I said so’ mentality.

Scrum Masters are typically not the technical mentor for software developers. This should be done by either a technical lead or software architect who is part of the team.  If an organization has a separate architect group or innovation team, these groups can also provide technical mentorship. Technical mentorship is something that every developer wants and eventually aspires to provide. The Scrum Master does not need to provide it, but if they know there is a vacuum, they should be helping to address it for the sake of the individual, team, and success of the business.

How to Acquire Scrum Master Skills
With all this expertise, you might be wondering how to acquire this unique skill set. Part of this is about practice and experience, where you can see first-hand how to become a more intuitive facilitator and leader. When it comes to Scrum specifics, the best ways to gain this expertise are continuous education (reading, classes, certifications, blogs, etc.) and practice. The best way to completely digest the Scrum Master’s roles and responsibilities is to read the “Scrum Guide” from the authors of the Scrum framework, Ken Schwaber and Jeff Sutherland.

If possible, you should also seek the advice of experienced Scrum Masters within your organization. Large organizations may find it beneficial to employ not just one but multiple Scrum Masters. Seeking the mentorship of those more experienced than you can provide valuable insights. It can be advised to run training classes for aspiring Scrum Masters that teach both theory and practical insights from those doing the job day-to-day in a consulting setting.

Some of the more experienced Scrum Masters might have a certification attached to their title. The question is if certification is necessary to be a good Scrum Master or to acquire a Scrum Master position. In short, the answer is no, but it is highly recommended. Even the best self-taught or highly experienced individuals can benefit from certification.

The primary benefits of certification are a comprehensive understanding of fundamentals and fully articulating the ‘why’ of something. Knowing the ‘why’ is particularly important when you begin working with an individual or organization who is new to Scrum.

Often, people are attached to the benefits of earlier development methodologies. For these individuals, it is very helpful and important to articulate ‘why’ the Scrum Master (or product owner or team members) do what they do and why the Scrum Master recommends things be done a certain way.

However, if you decide to take the self-education route, you need to strategically select your educational resources in the appropriate way. Today, there is a bounty of Scrum courses, but not all of them are of high quality.

If you would like to save time, take a look at the courses from the founders of Scrum, found here. However, if you would like to save money, you can study independently and read “The Scrum Guide,” complete the  Scrum open assessments and read “Scrum and XP from the Trenches.” The quickest way to get up to speed is to read the books and to take a certification course of your own.

Scrum Master Skills are Every-Role Skills
Once you have acquired the skills and the certification, there may be concerns about pigeon-holing yourself into the Scrum Master role. However, the skills that are necessary to be a great Scrum Master are highly transferable to other roles. In fact, they are directly transferable in the sense that even non-software projects can be run with Scrum. They are also indirectly transferable, in that encouraging participation, commitment and buy-in are at the core of any team, regardless of the nature of the work.

Core principles, such as ownership or inspect and adapt, have universal value, as does the concept of servant-leadership, which has been espoused by many organizations, methodologies and leaders across the world in many different industries and pursuits.

However, don’t worry about needing to look for new positions any time soon, as the long-term outlook for a Scrum Master role looks promising. Software and technology are essential to nearly every business and Agile is at the core of most companies that develop software (whether that is a by-product of what they do). As a result, enterprises need Scrum Masters, many medium-sized businesses need Scrum Masters, and high-tech companies of all sizes need Scrum Masters.

Thus, experienced Scrum Masters with good knowledge and practice in Scrum should consider learning various Scaled Scrum approaches, such as SAFe, less, Nexus and Scrum@Scale. This will allow them to work and apply their knowledge on much bigger projects.

Once you’ve mastered Scrum, it can also be worthwhile to study other alternatives. By knowing about multiple Agile methodologies, you can easily try alternative strategies as needed for a project or support effort when the situation itself does not lend itself to Scrum.

Being a Scrum Master tends to attract a specific type of employee, but in studying the methodologies of Scrum and learning the tactics for facilitating and leading an Agile organization, anyone up to the challenge can take advantage of all the benefits that Scrum has to offer.

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Agile Scrum Online Training

Agile Scrum Online Training

Are you a professional working in a project management role and curious about Agile Scrum? Or maybe you are already using Agile project management with Scrum training but want to get a refresher or expand your knowledge. Whether you are new to Agile or have been running sprints, Drexel’s Goodwin College of Professional Studies offers paths and courses to get up to speed about Agile Scrum:

  • Professional Skill Tracks  – Be prepared for the hybrid job economy that demands professionals to have a blend of technical and essential “soft” skills. PSTs give you the flexibility to choose a foundational or advanced tracks to advance your career in project management. Visit The Skills Hub for more information>
  • Agile Scrum Courses (below) – These two-day workshops are designed for novice to experienced project management professionals who have limited to advanced knowledge and/or experience levels in Agile Scrum

Experience Levels

  1. No prior knowledge, some knowledge and/or experience with Agile
    Recommended courses: Agile Team and User Stories
  2. Moderate to advanced knowledge and/or experience with Agile 
    Recommended courses: Agile Team and User Stories
  3. Moderate to advanced knowledge and/or experience with Agile
    Recommended courses: Product Owner, Scrum Master, Business Analyst and Agile Tester

Drexel's Agile courses are aligned with the goals of the Project Management Institute's Agile Certified Practitioner (PMI-ACP)® credential. By enrolling in these courses, you can prepare for the certification exam and earn the PDUs needed to maintain your status as an Agile pro. Along with the courses listed below, we also offer training in related areas like Lean Six Sigma, information technology and business analysis.

What is Agile? What is Scrum?

According to the State of Agile Survey, approximately 60 percent of projects are Agile—a project management approach based on delivering requirements iteratively and incrementally throughout the life cycle. Scrum is an Agile methodology that includes a simple set of principles and practices that help teams deliver products in short cycles, enabling fast feedback, continual improvement and rapid adaptation to change.

Scrum has the power to transform project management across every industry and every business. By using Scrum, you become more Agile, discovering how to react more quickly and respond more accurately to the inevitable change that is associated with projects.

When companies become Agile, they have a greater chance of project success. If your company is using waterfall and exploring adopting Agile, consider about Agile project management with Scrum training for your employees. Talk to us about getting a complimentary training skills gap analysis and our multiple employee discount.

Agile Scrum Course Offerings

For further details upcoming course dates and information, please contact: goodwin.ce@drexel.edu or call 215.895.2154

Agile Scrum Team Workshop

Duration: 2 days

Dates: To be determined

Cost: $1,100

CEUs: 1.6

PDUs: 16

This two-day Agile Scrum training utilizes an immersive learning approach which allows you to practice the Agile Scrum techniques as you learn them. You will create Agile teams and simulate an actual sprint using a chosen project. You will also conduct five scrum ceremonies while creating user stories, product backlogs, scrum boards, burn down charts, and participate in a daily meeting, demo and retrospective—all while using your chosen project as a case study for the exercises.

Register Now

User Story Workshop

Duration: 2 days

Dates: To be determined

Cost: $1,100

CEUs: 1.6

PDUs: 16

Learn how to define and manage high-level requirements effectively and demonstrate alternative ways of documenting requirements and managing changes using the Agile Scrum methodology. Topics will also cover product backlog management including epic decomposition, acceptance criteria (Gherkin & Bullet technique), story point estimation, and prioritization.

Register Now

Product Owner Workshop

Duration: 2 days

Dates: To be determined

Cost: $1,100

CEUs: 1.6

PDUs: 16

As you move through the disciplines promoted by Scrum, you will gain a comprehensive understanding of the role of the Product Owner. Specifically, you will focus on the behaviors expected of this important Agile team member. Though many are familiar with the practice of establishing value and priority across projects, the Product Owner needs to consider value and priority across the features of a single project. This two-day course will explain the Product Owner’s role, responsibilities, prioritization consideration, commitment to the team, velocity and story points, and many other tips and tricks for helping the Agile team to succeed.

For further details upcoming course dates and information, please contact: goodwin.ce@drexel.edu or call 215.895.2154

Scrum Master Workshop

Duration: 2 days

Dates: To be determined

Cost: $1,100

CEUs: 1.6

PDUs: 16

This two-day course will provide you with a comprehensive understanding of the Scrum methodology while specifically reviewing the behaviors expected of a Scrum Master. This course is suitable for those practicing or looking to practice the art of the Scrum Master, but is highly valuable for others as well. The course specifically address, setting & adjusting the team’s velocity, facilitating the daily meetings, motivating the team, handling impediments, etc.

For further details upcoming course dates and information, please contact: goodwin.ce@drexel.edu or call 215.895.2154

Agile for Business Analysts

Duration: 2 days

Dates: To be determined

Cost: $1,100

CEUs: 1.6

PDUs: 16

In this two-day course, you gain an understanding about Agile business analysis. You will learn the similarities and differences of business analysis on an Agile project versus business analysis performed on Waterfall projects. Furthermore, you will understand how the business analysis role changes on an Agile team. A number of business analysis techniques suited for supporting Agile teams will be introduced as will the various standards available to the community to help make the transition from Waterfall to Agile. Since few organizations are purely Agile, you will also learn about delivery approaches that use a combination of practices from Waterfall and Agile. Throughout your learning, you will be introduced to the important concept of business analysis tailoring—the key skill used to adapt business analysis skills to all environments—regardless of the delivery life cycle selected.

For further details upcoming course dates and information, please contact: goodwin.ce@drexel.edu or call 215.895.2154

Agile for Testers

Duration: 2 days

Dates: To be determined

Cost: $1,100

CEUs: 1.6

PDUs: 16

This two-day Agile for Testers course looks at the Agile team issues that drive the need for a fully functional testing process and describes the components of such a process. It is designed to help Agile teams with an understanding of their role, the process and the deliverables associated with lighter-weight testing.

For further details upcoming course dates and information, please contact: goodwin.ce@drexel.edu or call 215.895.2154

Agile Scrum Basics For Professionals

Duration: 1 day

Agile Scrum Basics for Professionals is a seven-hour non-credit course designed for leaders and practitioners across a variety of industries to learn how the Agile Scrum methodology and framework can streamline your projects.

Learn More

Agile Scrum career pathways:

There are many job opportunities for professionals with experience and certification in Agile Scrum. When you start as a Certified Product Owner, Certified Scrum Master or Certified Scrum Developer, you can then move on to Certified Scrum Professional. Once you are that level, you then have teaching and coaching capabilities as a Certified Scrum Trainer, Certified Enterprise Coach or a Certified Team Coach.

Agile Scrum career pathway flowchart

Project Management Institute Agile Certified Practitioner (PMI-ACP)

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Agile Scrum Basics for Professionals Course Details

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Agile Scrum Basics for Professionals Course Details

Classroom with students

Agile Scrum Basics for Professionals is a seven-hour non-credit course designed for leaders and practitioners across a variety of industries to learn how the Agile Scrum methodology and framework can streamline your projects. Scrum is a highly collaborative method that can improve the development, management and delivery of complex projects. This course is the perfect place to start for agile project management beginners and those looking to start a path toward certification.

Cost: $199

In this Agile & Scrum course you learn:

  • The differences between an Agile approach and traditional methodology, and discover why Agile is more effective
  • How adopting Agile approaches can increase business value
  • The core practices and philosophies behind this way of working

This course is designed for:

  • Agile organizations
  • Project managers in a diverse range of industries
  • Senior leadership
  • IT and software professionals
  • Product managers

Contact Kena Sears-Brown, Director for more information: 215.571.3936 and ks3552@drexel.edu.

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How Much Does Scrum Master Certification Cost?

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If you’ve been looking at scrum master certification programs, you may have noticed a wealth of information online—but not that many details about cost. Earning Scrum Master certification often entails course fees, exam fees and renewal fees, though not every certification involves all of these.

In this article, we give you a breakdown of scrum master certification costs.

What Are Scrum Master Certifications?

A scrum master certification shows that you understand the principles of the scrum framework and are qualified to lead scrum teams within that framework. Below are several options for earning scrum master certification. Some of these credentials are entry-level, and others are geared toward experienced scrum professionals.

Certified ScrumMaster (CSM®)

The CSM designation is an entry-level certification administered by Scrum Alliance. This credential covers the foundational elements of the scrum framework and signifies that you have a solid understanding of scrum and agile methodologies and can lead scrum teams to achieve their goals effectively.

Advanced Certified ScrumMaster (A-CSM®)

Also administered by the Scrum Alliance, the A-CSM certification serves those who have already completed their CSM and want to continue advancing their careers. This course provides in-depth training on increasing team accountability and scaling scrum and agile to multiple teams.

Certified Scrum Professional – ScrumMaster (CSP®-SM)

This course is administered by Scrum Alliance as well. It’s designed for experienced practitioners who want to build on their previous training and learn more about motivating their teams to improve on scrum and agile methodologies. You must have A-CSM certification to be eligible for CSP-SM.

The Disciplined Agile® Scrum Master (DASM)

The DASM certification is administered by the Project Management Institute (PMI). This designation focuses on reaching organizational goals by combining fundamental principles of the agile methodology with the strategies of frameworks like scrum and kanban.

Disciplined Agile® Senior Scrum Master (DASSM) Certification

PMI also administers the DASSM certification. This certification serves those who are experienced in agile methodology by developing their skills so they can manage multiple agile teams and initiatives.

Professional Scrum Master™ (PSM)

There are multiple levels of this certification, all administered by Scrum.org.

  • PSM I. There are no course requirements for this certification, so it best serves those who already know the scrum framework. Scrum.org suggests that candidates study the Scrum Guide or take an optional course before sitting for the exam.
  • PSM II. This course picks up where Scrum.org’s PSM I course left off. There are no course requirements. An in-depth exam involves real-world scenarios, so candidates should have a strong knowledge of scrum principles before they take the exam.
  • PSM III. Scrum.org offers this certification to seasoned scrum professionals who want to continue to build their careers. This is a good option for those who want to mentor and coach individuals or teams working within the scrum framework. There are no course requirements.

Registered Scrum Master™ (RSM)

Scrum Inc. administers this entry-level certification, which covers the basics of scrum. Candidates learn to create a product backlog, prioritize tasks and manage a burndown chart.

How Long Do Scrum Master Certifications Take?

For each certification, you can expect to spend around two days on coursework and one day on the exam. This timeline doesn’t include preparation time, so your time commitment may vary depending on how much you need to study. All up, you could spend anywhere from a few days to a few weeks working toward your certification.

How Much Does Scrum Master Certification Training Cost?

Costs vary depending on which training partner you choose for your certification. Some certification providers require candidates to complete their courses through specific training partners, so make sure to check before signing up for scrum master certification training.

Below, we provide a general idea of what training costs for each Scrum Master certification.

  • CSM. Course fees are typically between $350 and $1,300.
  • A-CSM. Course fees are typically between $700 and $1,500 but may be lower or higher depending on who is teaching the course.
  • CSP-SM. Course fees are typically between $850 and $1,800.
  • DASM. PMI’s online, two-day course costs $399 for PMI members or $499 for nonmembers. Alternatively, a two-day course through one of PMI’s authorized training partners may cost between $700 and $1,700.
  • DASSM. PMI’s online, two-day course costs $399 for PMI members and $499 for nonmembers. You may also take a two-day course through one of PMI’s authorized training partners, which typically costs between $695 and $1,700.
  • RSM. The training for this certification is a two-day course that costs $1,995 and includes the cost of the exam.

How Much Do the Scrum Master Certification Exams Cost?

  • CSM. Up to two exam attempts are included with the cost of the course. Additional retakes cost $25.
  • A-CSM. Up to two exam attempts are included with the cost of the course. Additional retakes cost $25.
  • CSP-SM. Up to two exam attempts are included with the cost of the course. Additional retakes cost $25.
  • DASM. One exam attempt is included with the cost of the course. You must take the exam within 60 days after completing the course. You may have two additional retakes for $150 per attempt within that same period.
  • DASSM. One attempt is included with the cost of the course. You must take the exam within 60 days after completing the course. You may have two additional retakes for $150 per attempt within that same period.
  • PSM I. The exam is $200 per attempt. Unlimited retakes are available for $200 per attempt.
  • PSM II. The exam costs $250 per attempt. Unlimited retakes are available for $250 per attempt.
  • PSM III. The exam cost is $500 per attempt. Unlimited retakes are available for $500 per attempt.
  • RSM. Up to two attempts are included with the cost of the course. Additional retakes cost $25. All exams must be taken within 30 days of completing the course.

How Much Are Scrum Master Renewal Fees?

  • CSM: $100 every two years
  • A-CSM: $175 every two years
  • CSP-SM: $250 every two years
  • DASM: $20 for PMI members, $50 for nonmembers, annually
  • DASSM: $50 annually
  • PSM I: No renewal fee
  • PSM II: No renewal fee
  • PSM III: No renewal fee
  • RSM: $50 annually

The Bottom Line

When all is said and done, expect to pay between $200 and $1,995 for your certification course and exam combined. You might then pay $25 to $500 for each retake, depending on the certification.

While a few certifications (namely the PSM credentials) are valid for a lifetime, most require a renewal fee annually or every two years. Renewal fees can range from $20 to $250.

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Agile 2018: The Business Agility Report, the Professional Scrum Master II training course, Scrum@Scale, and Zoho Sprints

Despite Agile’s wide adoption, businesses are still struggling to adopt the mindset, structure and practice of the software development approach. Agile Transformation and the Business Agility Institute announced the first Business Agility Report at the Agile 2018 conference in San Diego this week, which found a majority of organizations still rate their business agility maturity as low, and are struggling with culture and processes.  However, despite the challenges, businesses noted they are experiencing tangible benefits from business agility such as speed to market, customer satisfaction, collaboration, and increased employee and customer satisfaction.

The report looked at business agility fluency to understand what organizations are doing and how they are performing, top competencies, lowest competencies, how company size correlates to business agility, and perception of business agility.

Other announcements from the conference included:

Scrum.org newest Scrum training course
Scrum.org announced the Professional Scrum Master II training course at the conference, its newest and more advanced Scrum Master Course. The 2-day course is designed for Scrum Master with at least a year of experience and the understanding how of to use Scrum for value, quality, productivity and user satisfaction.

The course is meant to improve knowledge, skill and ability to support teams with new experiences and capabilities.

“Taking on the role of the Scrum Master is a challenging one,” said Ken Schwaber, Scrum co-creator and Scrum.org founder. “We have spent years training people to become better Scrum Masters, and now it’s time to take what we’ve learned to help them continue improving. We are always inspecting and adapting with Scrum, and Scrum Masters do the same, gaining new techniques, insights and ideas. There is always room to grow as both individuals and Scrum Masters, and it is part of our mission to help them do so successfully.”

CollabNet VersionOne announced 13th annual State of Agile Survey
CollabNet VersionOne is officially opening up withs State of Agile survey, designed to gain insight on agile software development and adoption. The survey will be open until December 1, 2018.

“Technology professionals world round look to the State of Agile Report each year for insights and perspective on software development, methodologies and practices surrounding agile as well as understanding of the challenges faced by organizations,” said Flint Brenton, CEO at CollabNet VersionOne. “This resource adds incredible value to the industry. We invite individuals to share their experiences and by doing so, help contribute to the software development community.”

The Scrum@Scale Guide
Scrum@Scale showcased its guide to transforming every aspect of an organization. Scrum@Scale is a new framework that is meant to scale the core of the originally Scrum framework and extend it to tens of teams, hundreds of teams to even thousands of teams.

“Scrum@Scale is really designed for business agility. It is designed to go across the entire organization. It is the way the venture group I work with builds scaling into their business and into every investment that they work in,” Jeff Sutherland, co-creator of Scrum, in a video.

Zoho highlights Zoho Sprints
Zoho revealed the latest addition to its platform, Zoho Sprints. This addition is meant to be a agile project management tool for Scrum teams to plan work, track progress and build products.

Features include a backlog, board, epics, timesheets, dashboard, reports, meetings and feed. “Create new sprints and backlog items with a fluid drag-and-drop planning center. Break down the nuances of each user story through epics, estimation points, priority listing, and user assignments. Set durations and timely reminders make releasing after every sprint that much easier,” the company wrote on its website.

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