CBT Nuggets Scrum Certification by Steve Caseley

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CBT Nuggets Scrum Certification by Steve Caseley

Scrum Certification

Preparation for Scrum Master, Product Owner, and Scrum Team Certification

This course provides a comprehensive review of the Scrum development approaches and the knowledge and skills needed to become a Certified Scrum Master. This course will prepare you to take the Scrum.org Scrum certification exam and also can be used to help prepare you for the classroom training component of the Scrum Alliance certification exam.

Trainer Steve Caseley provides an overview of Scrum, including the roles, activities and project management tools. Steve breaks down the specific duties of each Scrum Role: Scrum Master, Product Owner and Scrum Team, as well as the Scrum rituals that form the core of Scrum. The course also explores the similarities and differences between Scrum and traditional development approaches and examines the six different Scrum certifications from the Scrum Alliance.

This training has been approved for Category A PDUs. For a listing of how many PDUs are earned for this training, please visit our PMI R.E.P. FAQs on our Forum.

Related area of expertise:
IT project management

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1. Introduction to Scrum (35 min)
This Nugget provides an overview of Scrum. This overview includes a description of Scrum Roles like Scrum Master, Product Owner and the Scrum team. An introduction is also given of some of the key Scrum activities, (known as Scrum Rituals) such as the Daily Scrum, Scrum Planning Meetings. It also defines Scrum management tools like Scrum Burn Down Chart, Velocity and User Stories.
2. Scrum versus Traditional Development (32 min)
This Nugget provides an overview of Agile Scrum by doing a specific comparison between Scrum and traditional development approaches. At the most basic level, Scrum development is no different than traditional development as analysis, design, development, testing, documentation and implementation take place independent of the approach. However, this is also a very significant difference in approaches, as Scrum does many iterations of analysis through development incrementally developing the final product while traditional approaches do each activity once with a single implementation. The Scrum iterative approach provides a much more flexible approach as the objectives are adjusted with each iteration. The principles of Scrum are further reviewed by reviewing the Agile Manifesto and the 12 Principles of Agile development developed by the Agile Alliance in February of 2001.
3. Scrum Roles (38 min)
This Scrum Master training video will review all the roles associated with a Scrum Project: Scrum Master, Product Owner, Scrum Team, Subject Matter Experts, business owner and the rest of the organization. While Scrum is a lightweight approach to project delivery, there are a number of key roles that must be in place to ensure that Scrum principles are applied. This Nugget reviews how the two key roles, the Scrum Master and the Product Owner, provide the guidance that the project needs. The Scrum Master is a facilitator and coach responsible for ensuring that Scrum principles are applied. The Scrum Master has no direct managerial authority on the project. The Product Owner, by contrast, is 100% responsible for the definition of and acceptance that the project satisfies the business requirements. The final member of the Scrum is the project team, a self-organizing, self-managing group collectively responsible for delivering the project results. The remaining three roles (Subject Matter Experts, business owner and rest of the organization), are reviewed as to their interaction with the project.
4. Scrum Meetings (38 min)
Scrum Meetings, often called Scrum Rituals, are the core of Scrum. This Nugget reviews the activities to be completed in the four Scrum meetings: Daily Scrum, Planning Meeting, Sprint Review and Sprint Retrospective. The Daily Scrum, most likely the most recognized of the Scrum Rituals, is a brief, 15-minute meeting to review the results of yesterday’s work, plans for the current day, and problems, issues and warnings. In this Nugget we will review the basic rules for running an effective Daily Scrum where attendance is mandatory for all team members, side-bar conversations are avoided and consistency in time and place are critical. Next, this Nugget reviews Sprint Planning Meetings. While the pure definition of Scrum addresses only the Sprint Planning Meeting, this Nugget also reviews the purpose of two prerequisite meetings, the Product Planning and Release Planning Meetings. The Nugget concludes with a review of the two meetings that take place at the end of each Sprint. The Sprint Review meeting presents and confirms the results of the work done in the Sprint and Sprint Retrospective provides time for review of successes and challenges with a focus on process improvements.
5. Scrum Artifacts (38 min)
This Agile Scrum Master Nugget reviews the four Artifacts, or deliverables, associated with Scrum delivery. These are the User Story, Product Backlog, Sprint Backlog and Progress Charts. Unlike traditional development approaches where software tools are required to develop and maintain project deliverables, Sprint focuses on non-software based artifacts. User stores are created, by hand, on standard index cards, and the Product Backlog and Sprint Backlogs are nothing more than cork boards where the User Stories are moved through the planning process by pinning them to the appropriate backlog and moving the stories as the plans are evolved. The key reason for this low-tech approach is based on simplicity and visibility. Keeping this theme of simplicity and visibility, the Nugget concludes with a review of the approaches for creating Progress Charts, such as Burn Down and Burn Up Charts, as re-usable laminated graphs which are posted in the team workspace.
6. Scrum Master (32 min)
This Nugget drills into the roles and responsibilities of the Scrum Master and the process to be followed to become certified in Scrum, including Certified Scrum Master. There is an overview of six different Scrum certifications from the Agile Alliance, discussing the differences between the basic, practioner and consultant Scrum certifications. Additional details on the personal characteristics and attributes of a Scrum Master are reviewed and the roles and responsibilities of a Scrum Master are examined in detail in this Nugget.
7. Product Vision and Product Backlog (41 min)
This Nugget focuses on the most important artifact in Scrum, the Product Backlog. But first, the Nugget discusses a prerequisite to the Product Backlog, the Product Vision. The Product Vision, a pre-Scrum document, is developed by the business owner and the Product Owner and defines the business objectives of the project. The Nugget reviews the relationship the Product Vision has on Scrum as it provides the overall guiding direction to the Scrum Team's daily actions, ensuring that the work is directly related to achieving the Product Vision. This Nugget then expands on the definition of the Product Backlog from earlier Nuggets. Key features of the Product Backlog reviewed are the evolutionary and dynamic characteristics of the Product Backlog. A key Scrum principle is that the Product Backlog changes, often daily, as the Product Owner evolves the definition of stores, adding stories and story detais, prioritizing and even removing stories no longer needed through a Scrum process called Grooming. Another key concept of the Product Backlog discussed in this Nugget is that it contains not only Business Stories but also team- and technology-focused stories, ensuring that the Product Backlog truly represents every piece of work to be completed by the team.
8. What is done? (27 min)
This Nugget covers an often overlooked, but key concept in Scrum – defining the criteria for validating that the work on a Story, a Sprint, a Release and the Product is done. This Nugget differentiates “what is done” from traditional acceptance criteria as it is much lighter weight than traditional acceptance. What is done is defined as an informal “OK, the work is fine." As there are many stories and many Sprints in a Scrum project, having a well-established definition of "done" is important to ensure these many “OKs” are easy to obtain. This Nugget reviews the processes for ensuring that the Scrum team gets an OK for each Story, Sprint, Release and Product.
9. Release and Sprint Planning (34 min)
This Nugget provides an in-depth review of the two Scrum planning activities, Release and Sprint. The Release Plan process is reviewed, highlighting that Release Planning is an optional, but highly recommended Scrum activity to provide a high level 2-3 month target of the expected results of the Sprints to be completed in that timeframe, specifically the business functionality that should be ready to be implemented into the organization. The Nugget then focuses on Sprint Planning, outlining the activities to be completed in the two parts of the Sprint Planning process – Story Selection and Plan Confirmation. Story Selection reviews each story to ensure that there is enough detail to allow it to be completed in the Scrum. Once the stories are confirmed, the effort to complete the stories is reviewed to ensure that there is capacity in the Scrum to complete all selected work. With the stories for the Sprint confirmed, the Nugget then reviews the second part of the Sprint Planning process – confirmation of the plan. During this activity, specific plans are made for how the work will be assigned and completed in the Sprint. The Nugget concludes with a discussion on Story Points, which is a standardized measure of the effort to complete a Story; and on Velocity, which is the sustainable amount of work the team is able to complete during a Sprint, i.e. the number of story points that can be accomplished in the Sprint.
10. Scrum Estimating (34 min)
This Nugget reviews the estimating process for Scrum development. The previously introduced Scrum Estimating basis, Story Points, is fully developed by defining what a Story Point is and how to develop realistic Story Point estimates. In its most basic form, a Story Point is an agreed upon standard amount of effort to develop a story of a known size. Often, a Story Point is based on the amount of effort to develop the most simple story on the Product Backlog, typically a simple menu. All other stories are then compared, on a relative basis, to determine the number of Story Points required to complete the story, i.e this story is three times more complex than the simplest story so it should take 3 Story Points of effort to complete. Velocity is then developed over time based on the actual number of story points the team is able to complete per Sprint. The Nugget concludes with a review of two Story Point estimating methods to help the team develop and agree on the number of Story Points per story.
11. A Sprint (39 min)
This Nugget reviews one of the core elements of Scrum, the Sprint. A Sprint is the repeating process that develops the working software to satisfy the stories assigned to the Sprint. This Agile Scrum training reviews the guiding principles of a Sprint, and reintroduces the previously discussed Sprint Rituals and Artifacts, showing each of these in context to the Sprint activities. Finally, this Nugget discusses how a project determines the ideal length for a Sprint and closes with a discussion on how to deal with the inevitable – changes to the agreed upon Sprint plan.
12. Daily Scrum (25 min)
This Nugget reviews the other common element of Scrum – the Daily Scrum. This Agile training will review the details of what a Daily Scrum is, what the Daily Scrum isn’t, and most importantly, what happens as a result of the Daily Scrum. The Daily Scrum is a brief, 15-minute maximum daily team meeting where everyone reviews what they did since the last Scrum, what they plan to do before the next Scrum and any issues and impediments that are having. The key to running a successful Daily Scrum is to ensure detailed discussions are deferred until after the Scrum. This keeps the Scrum brief and focused, yet identifies all the followup discussions needed to complete the stories in the Sprint. These follow-up meetings are the most important product of the Daily Scrum as it ensures that all team members are aware of each other’s work and when and where additional discussions are needed to keep the work on track.
13. Tracking Progress (33 min)
This Nugget re-presents the Scrum Artifacts for tracking progress in Scrum: Burn Down, Burn Up and Sprint Backlog. As well a new tracking process, the Done Chart is introduced to provide more granularity to daily progress tracking during a Sprint. The most widely known chart for Scrum progress tracking is the Burn Down (or Burn Up) chart. These charts track daily progress against the number of stories, number of story points and/or number of task points in the Sprint. The Nugget presents pros and cons of tracking progress by stories, story points, or task points based on the tradeoffs between effort to track progress versus value of the information. Similarly, pros and cons of a Burn Down versus Burn up chart are reviewed to guide the selection the charting method that provides the most value to the Sprint. Next, the Nugget reviews the Done Chart, which tracks progress on the “done tick boxes” for each story. The benefit of the Done Chart is that is an extremely low-cost progress tracking tool that focuses the team on completion work while at the same time providing a very high degree of granularity of the daily progress being made in the Sprint. Finally, the Nugget reviews how the Sprint Backlog and Done Board provide significant low-cost progress tracking for the Sprint.
14. Dealing with Changes (25 min)
This Nugget reviews how and where Scrum supports change and where (at the Sprint) change is discouraged. In a nutshell, Scrum is designed to support change as all work is done in small, incremental sprints.Any changes not directly impacting the current Sprint are encouraged; in fact, that’s why we use Scrum, as any changes to the product, and release and backlog are encouraged. As the Product Owner and the business discover new stories, make changes to existing stories and/or remove stories, Scrum supports the change, ensuring that the ultimate code delivered is 100% in support of current business needs. The one point where change is discouraged is within a Sprint, where, while change is still possible, it is discouraged, as a sprint is relatively short and where possible the team prefers to maintain its momentum by completing the release as planned and then accommodating the change in the next Sprint. However, where changes to a Sprint are required, the Nugget reviews the process for making changes or cancelling a release.
15. The Product Owner (31 min)
This Nugget focuses on the Product Owner’s role during a Sprint and the roles and relationships the Product Owner should have with the Team and the Scrum Master. The Product Owner’s role begins as the owner of both the Product and Sprint Backlogs, but specifically to this Nugget, the Product Owner is the absolute owner of the Sprint Backlog. No changes to the stories in the Sprint Backlog can be made without the absolute approval of the Product Owner. The Product Owner has total responsibility for ensuring that the Sprint delivers the business value. This Agile training reviews how this ownership begins with the Grooming process where the Product Owner either personally grooms the stories ensuring they are ready for the team or approves the grooming completed by the SMEs, giving the “OK” for each story during the Sprint Review.
16. Sprint Review and Retrospective (31 min)
This Agile Scrum training is focused on closing each Sprint, specifically the Sprint Review and the Sprint Retrospective. The focus of this Nugget is efficiency in completing these rituals as it is critical that they are completed for each Sprint. A new ritual, the Introspective, is introduced to do on-demand retrospective to deal with issues immediately as identified. The Nugget presents a number of techniques and tips to ensure these rituals are completed efficiently and justification is provided to help defend the need for complete the review and retrospective on every Sprint to management.
17. Backlog Grooming (34 min)
This training Nugget reviews the details of backlog/story grooming. To ensure that Grooming is done properly, the Nugget first presents the definition of what a well-groomed Story is, and what an over-groomed story looks like. The Scrum training Nugget then reviews story prioritization to ensure that only the right stories (those to be completed in the next few Sprints) are groomed. Story Time and/or Grooming parties are introduced as a typical method for Story Grooming, a scheduled activity where the Product Owner, SMEs and Team get together to groom the highest priority stories by adding more detail to the story definition and/or Definition of Done. The Nugget concludes with a discussion on Epic Grooming. Epics are groomed in the same way as stories, where highest priority epics are groomed when the stories to be derived are expected to be scheduled into a Sprint in the near future. Epics are presented as key to successful backlog management as Epics help keep the backlog manageable, as it is far easier to manage 10 future Epics than the potential 45 stories which would be derived from the Epics.
18. Writing User Stories (34 min)
This Nugget reviews the details of how good User Stories are written. This training Nugget first does a review of what a good user story looks like and what an appropriate definition of done is. Procedures and expectations for writing good stories and appropriate definitions of done are presented and reviewed to ensure that they adhere to the characteristics of a good story. A good story is defined as one that: is self-sufficient, delivers business value, can be estimated and tested, is small and most importantly delivers minimal functionality. Recognizing that while most stories will define business requirements, there will be other stories required to complete analysis activities or explore alternate methods for addressing a need, the Nugget then reviews the different types of stories that are typically encountered in a Sprint. Examples of the various types of stories are presented to help the viewer better understand the differences in the different story types. Finally, Storyotypes are presented. A Storyotype is simply a sample, representative or template that the project can use to develop new stories more efficiently. The Nugget concludes with a review of what to do with the back of the story card. While it has already been discussed that the back of the card is a good place to support the “done tickboxes," the rest of the space on the back of the card should be used by the team member working on the story to record notes, clarifications and other information gathered during the conversation with the Product Owner to preserve this clarifying information for the life of the project.
19. Team and Business Dynamics (43 min)
This Agile Scrum Nugget focuses on ensuring that the relationships between the Scrum Team and the Business that are necessary to ensure that Scrum is effective in the organization are well defined and understood. The Nugget’s first focus is on ensuring that an effective working relationship is in place with the organization in general, but specifically with the Subject Matter Experts (SMEs). The relationship with the SMEs is explored in depth to ensure that the SMEs are available to support the project and most importantly to ensure that the part-time involvement of the SMEs does not introduce any challenges due to their other priorities and responsibilities. Next, the Nugget discusses the challenges the Scrum Master often experiences working with the organization at large when trying to remove project roadblocks. The relationship between the traditional IT organization, specifically PMs, Architects, DBAs and BAs is then explored to better understand how these roles can be best integrated into a Scrum project. This training Nugget closes by presenting scenarios to deal with typical resistance to Scrum: Traditional development approaches are needed for some project and how compliance and certification can be accomplished with Scrum approaches.
20. Technology and Process Debt (35 min)
This Nugget focuses on a number of Agile principles that are critical to ensure that the technology direction for the project is appropriate. Technology and Process Debt is re-introduced and discussed in detail as Technology Debt is inevitable in Scrum because of the core Scrum requirement to do just enough code. Each time a story does "just enough" the overall architecture and structure for the project may be compromised. Once enough compromise is done, technology debt is introduced into the project, where the code works, but needs to be improved. A team has to be committed to removing technology debt once it is recognized and the product owner has to be committed to ensuring that team stories to remove technology debt get planned into the Sprint backlog. The Nugget then goes on to review the issues with Architecture Definition and Database Design in Scrum projects – where the architecture and database design is done incrementally on a story-by-story basis, ensuring that just enough architecture and database design is completed. The concept of Sprint Zero is introduced as an optional "pre-startup" activity to ensure that the required infrastructure for the project is in place. The Nugget closes with a review of the concept of Refactoring – taking "bad" code and making it better. While the definition of Refactoring is very simple, the Nugget reviews the processes to be followed for Refactoring as it is critical to remove technology debt and to allow for continuous architecture and database definition.
21. Agile Development Techniques – 1 (30 min)
This Nugget is the first of 2 that introduces a number of Agile development techniques that are very applicable to Scrum work. The first technique reviewed is Test-driven Development. Test-driven Development is one of the most misunderstood Agile development techniques as it "does development backwards" by writing detailed test cases first to validate the story's requirements are satisfied, and then writing the code focused on ensuring each test case passes (as opposed to writing code that satisfies the story requirements). The Nugget presents the reasons why Test-driven Development is a very sound development approach for Scrum Development than can result in a 40-100% reduction on the number of defects. The next Agile development technique reviewed is Pair Programming. The Nugget reviews several approached to Pair Programming and presents compelling reasons why Pair Programming should be considered for at least some of the stories in each Sprint. Next, the Nugget reviews the Agile development technique for Refactoring. Refactoring is a critical Agile development technique that should be used on every Scrum project to ensure that the bad code that is created as a result of iterative, just in time development, is improved and remains resilient for future change. Refactoring is the one Scrum approach where "future focus" is important as bad code is often directly related to buggy code. With a continuous focus on quality, refactoring is critical for the removal of potential buggy code. The Nugget closes with a discussion on the concept of collective ownership. Collective ownership is based on the concept that no one owns a piece of code, the team owns all code. This is very important for Scrum development as each piece of code will be modified many times as new stories are developed. With collective ownership, any team member has to have the confidence of modifying any code as stories are completed. Without collective ownership, Sprints will quickly become bottle-necked waiting for a specific developer to have the availability to work on a story as they "own the code."
22. Agile Development Techniques – 2 (28 min)
This Nugget is the second of 2 that introduces a number of Agile development techniques that are very application to Scrum work. The first technique reviewed is Continuous Integration, required technology that is in place to support automated builds and testing with every code check in. The Nugget reviews a number of techniques for implementing Continuous Integration while continuing to support efficient development. Next, the Nugget reviews the Agile development techniques of Spikes. Spikes are deliberate exploration for the best/preferred way of accomplishing something within the Scrum project. Spikes give the Scrum project the confidence that incremental architecture and database design is workable, as Spikes give the team time to explore the best alternative to accomplish a required architectural or business requirement. Next, the Agile principle of Branching is introduced. A branch is very much like refactoring in that it takes complex code makes it better. The key difference between refactoring and branching is the "severity" of the issue – refactoring is focused on BAD code, while Branching will take perfectly acceptable, but complex, code and decompose the complex code into a number of smaller and simpler code packages. The Nugget closes with a review of a number of special stories required to deal with missed requirements and/or prepare the code for implementation.
23. Delivering Large Projects with Scrum (36 min)
This Nugget is focused on defining how to scale Scrum, Scrum Rituals, Scrum Artifacts and Scrum Roles to support large projects with thousands of stories, and multiple Scrum teams. The Nugget also covers how to keep the multiple teams synchronized and aligned. The first aspect of scaling Scrum discussed is scaling the teams, which is as simple as having multiple Scrum teams, each team following the standard rules of Scrum. The only difference is that multiple teams are selecting stories from the Project Backlog, but each team develops its own Sprint Plan, conducts its own Scrum meetings and follows all Scrum principles. The next issue of scaling Scrum is scaling the Product Owner, which requires a lot more time and attention than scaling the teams. This Nugget presents concepts and suggestions on how a single Product Owner could support a number of Scrum teams through more aggressive use of Subject Matter Experts. The Nugget then goes on to discuss ways in which multiple Product Owners can be effective with well-defined Roles and Responsibilities. This Nugget then discusses that the Product Backlog doesn't scale – no matter how large the Scrum project gets, there has to be a single Product Backlog, as all Scrum teams have to work from a common Product Backlog to ensure that it represents the entirety of the business requirements. The Nugget reviews how Epics and Automated Scrum tools can be used to have a common Product Backlog and keep it manageable. The Scrum of Scrums process is introduced as a common tool for helping align multiple Scrum teams working on a large project, where the Scrum of Scrums follows the basic approach of the Daily Scrum, with little more leniency, with the key difference that only 1 team member (often the Scrum Master) attends the Scrum of Scrum.
24. Distributed Scrum (35 min)
This Nugget focuses on how to adopt Scrum to support a distributed team. Scrum absolutely supports distributed, but does require a little more time, attention and focus to make it work. This Nugget reviews the pros and cons and recommendations for ensuring the distributed Scrum teams work effectively. The two key methods discussed are a stringent focus on communications and inter-team relationships and the use of automated Scrum tools. The other key consideration for distributed Scrum discussed is that "just a little more" words are required – stories need a little more detail, documentation and training needed to be more detailed, etc. – because the author of the story, documentation, etc., may be on the other side of the world which makes the need for each artifact to be standalone and less reliant on ad hoc conversations.
25. Scrum Process Improvement (24 min)
This Nugget addresses a number of ways in which a team and an organization can continually get better at Scrum. Scrum innovations are relatively easy to implement as there are very few Scrum rules constraining innovations and improvements. The most common way of implementing Scrum improvements is to incrementally implement Scrum and Agile principles. This Nugget explores ways in which incremental implementation of these principles can be applied specific to project and organizational requirements and characteristics. As previously discussed, the Sprint Retrospective is the key process improvement approach in Scrum. This Nugget expands on the importance of adhering to the Sprint Retrospectives and adds the concept of Organizational Retrospectives, which focuses on making the overall organization more effective at using Scrum. Next, the Nugget presents how gathering and analyzing metrics helps identify key areas for process by comparing how a team or project is performing against other projects in the organization or how the organization compares to industry norms. This Nugget explains the phrase "Scrum takes hours to understand and years to perfect" – process improvements are the steps taken toward perfecting Scrum in an organization.
26. How to Deal with Organizational Resistance (41 min)
This Nugget discusses a number of areas where you as a Scrum Master might expect to see resistance. The Nugget starts with a discussion on team resistance. The expectation is that team resistance will be minimal, as most Scrum teams are composed of individuals who are interested and excited about being on a Scrum project. Nevertheless, there will be some team resistance, specifically the standard fear and doubt about anything new, even if they are excited about the change. The Nugget will review answers to questions like “What if I don’t like it? What if I am not good at it? What if Scrum doesn’t last?" Another key area for team resistance is fear about career path, promotions and raises as “all Scrum team members are equals on a self-managed team." This Nugget also provides suggestions for how to deal with these concerns. Next, the Nugget addresses business/product owner resistance. The first area of discussion is that if there is too much resistance in this area, Scrum will probably not succeed, as these roles are critical to Scrum success. However, even the most committed businesses/product owners will probably have concerns with Scrum approaches as there is perception that there are “no guarantees” for delivery and the lack of predictability on releases. As with the team resistance, this Nugget presents a number of suggestions for dealing with these areas of resistance. Next the Nugget focuses on general organizational resistance. The most common form of resistance in this area is the “Scrum is just another IT fad; why bother with it, it will come and go with no impact." The main argument to this resistance is that Scrum is neither a fad, it is over 10 years old and has been delivering results for some time. Other defences to organizational resistance include helping executives understand that Scrum does not support organizational anarchy. Next, the Nugget provides support for dealing with Administrative resistance from the HR and Facilities departments. And, finally, the Nugget provides support for dealing with a very common area of resistance, our own IT department.
27. How to Get Started with Scrum (31 min)
This Nugget walks through a number of options for getting started with Scrum. The first area discussed is how “big” an organization's first Scrum step should be. The Nugget presents pros and cons for starting small (a single team), medium sized (6 teams) and large (going all-in on day 1). The next topic discussed relates to the best approach for developing Scrum expertise in your organization. Options presented are to grow from within, while others opt to hire Scrum expertise and others choose to bring in consultants with the required expertise to complete knowledge transfer. Next, the subject of starting Scrum with a large public announcement versus starting Scrum quietly with little to no organizational awareness until success can be declared. Again, pros and cons of each approach are presented in the Nugget. The final discussion for Scrum start-up reviews the pros and cons on whether a designated pilot project is the best approach for introducing Scrum into an organization. The Nugget closes with a discussion on the next steps to ensure that Scrum adoption continues in the organization.

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