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Introduction to Scrum for Project Managers,[object Object],cPrime, Inc.,[object Object],cPrime Training Center,[object Object],877.7.Learn.0 ,[object Object],877.753.1760 ,[object Object],650.931.1651,[object Object],learn@cPrime.com,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Course Description,[object Object],Title:  Introduction to Scrum for Project Managers,[object Object],Audience:  Project Managers and Team Leaders,[object Object],Course Units:  1 PDU (PMI),[object Object],Course Award:  Certificate of Completion,[object Object],Course Time:  1 hour and 15 minutes,[object Object],Updated:  January 27, 2010,[object Object],Prerequisites:  None,[object Object],Resources:http://www.cPrime.com/about /scrum_faq.html,[object Object],http://www.cPrime.com/Training/courses.html,[object Object],http://www.cprime.com/knowledge/articles.html,[object Object],http://www.cprime.com/knowledge/resources.html,[object Object],Instructors:,[object Object],     Instructor Questions & Answers http://www.cprime.com/forums/,[object Object],cPrime Training Center, learn@cPrime.com, 877.7.Learn.0, 877.753.1760, 650.931.1651,[object Object],2,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Course Goals,[object Object],The purpose of the course is to provide a perspective on Scrum that makes sense to experienced Project Managers (PMs) and Team Leaders. ,[object Object],Traditional project managers and team leaders are familiar with concepts such as schedule estimation, Gantt charts and change control systems.  They may find Scrum difficult to understand at first.  A Scrum process may seem alien, chaotic or underplanned when compared to the formal structure of more familiar projects.,[object Object],This course will familiarize you with the Scrum process, concepts and tools based on your existing project management and software development experience.,[object Object],After this course, you should be able to fit seamlessly into an Agile Scrum software development environment and begin to take on responsibilities and leadership roles.  Additional training is needed to be a ScrumMaster or Product Owner.,[object Object],3,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Course Outline,[object Object],Overview,[object Object],Scrum Process,[object Object],Scrum vs. Waterfall,[object Object],Scrum vs. Normal Project Management,[object Object],Quiz 1 – Scrum Process,[object Object],Scrum Concepts,[object Object],Scrum Roles & Team Cadence,[object Object],Scrum Project Phases,[object Object],Quiz 2 – Scrum Projects,[object Object],Scrum Summary,[object Object],Test – Course,[object Object],4,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Course Outline,[object Object],Overview,[object Object],Scrum Process,[object Object],Scrum vs. Waterfall,[object Object],Scrum vs. Normal Project Management,[object Object],Quiz 1 – Scrum Process,[object Object],Scrum Concepts,[object Object],Scrum Roles & Team Cadence,[object Object],Scrum Project Phases,[object Object],Quiz 2 – Scrum Projects,[object Object],Scrum Summary,[object Object],Test – Course,[object Object],5,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Overview,[object Object],Scrum makes sense to trained Project Managers and Team Leaders.,[object Object],Scrum did not arise in a formal PM context.,[object Object],Scrum grew from existing PM methodologies.,[object Object],Scrum can seem alien, or wrong.,[object Object],[object Object]
It uses unfamiliar terms.Your work experience supports you learning Scrum.,[object Object],[object Object]
Learning how to do Scrum takes days.
We can explain the basic concepts quickly.6,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Overview,[object Object],Scrum arises from basic principles.,[object Object],Define success.,[object Object],Define failure. ,[object Object],Optimize the process for success.,[object Object],7,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Overview – Scrum Summary,[object Object],Scrum is a project management framework for software development with:,[object Object],A short, fixed schedule per cycle with adjustable scope,[object Object],A repeating Cadence of events, milestones and meetings,[object Object],A practice of implementing and testing new requirements, or Stories, to ensure some work is release-ready after each cycle, or Sprint,[object Object],Scrum uses standard project management concepts with different terminology and some new Best Practices.,[object Object],Scrum provides customer satisfaction by optimizing turnaround time and responsiveness to requests.,[object Object],8,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Overview – Agile Software Development,[object Object],Individuals and interactions are more essential, productive and important than processes and tools.,[object Object],Working software is the product for the software developers – not comprehensive documentation.,[object Object],Customer collaboration matters more and guarantees customer satisfaction more than higher-level contract negotiation.,[object Object],Responding to change is critical to delivering what the customer wants – not just following a plan.,[object Object],9,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Course Outline,[object Object],Overview,[object Object],Scrum Process,[object Object],Scrum vs. Waterfall,[object Object],Scrum vs. Normal Project Management,[object Object],Quiz 1 – Scrum Process,[object Object],Scrum Concepts,[object Object],Scrum Roles & Team Cadence,[object Object],Scrum Project Phases,[object Object],Quiz 2 – Scrum Projects,[object Object],Scrum Summary,[object Object],Test – Course,[object Object],10,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Process,[object Object],Scrum is a Lightweight Process Framework for Agile Software Development.,[object Object],Scrum is the most widely-used of the Agile process frameworks.,[object Object],A "process framework" is a particular set of practices that must be followed in order for a process to be consistent with the framework.,[object Object],"Lightweight" means that the overhead of the process is kept as small as possible to maximize the amount of productive time available for getting useful work done. ,[object Object],11,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Process Benefits,[object Object],An Agile Scrum process benefits the organization by helping it to:,[object Object],Increase the quality of the deliverables,[object Object],Cope better with change and expect the changes,[object Object],Provide better estimates while spending less time creating them,[object Object],Be more in control of the project schedule and state ,[object Object],As a result, Scrum projects achieve higher customer satisfaction rates.,[object Object],12,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Process – Success and Failure,[object Object],Success,[object Object],Provide the right features to the customer at the right time for an acceptable cost,[object Object],Success in Scrum builds company success!,[object Object],Failure,[object Object],[object Object]
Provide the wrong features at any time
Many software failures mean company failure!13,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Process – The Right Time,[object Object],The customer determines the right time.,[object Object],Some applications – web apps – are subjected to a continuing stream of feature requests.,[object Object],[object Object]
Features are desired when requested.
Scrum is ideal for rapidly changing, accumulating requirements.14,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Process – The Right Time,[object Object],Some applications – flight control software – may have a fixed set of features. ,[object Object],Requirements are fairly static.,[object Object],Features may not be usable until the platform is ready.,[object Object],Agile can speed up feature development and delivery.,[object Object],Project Managers must meet customer and project needs.,[object Object],15,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Process – What is Success?,[object Object],How is project success related to the schedule of feature delivery? Success depends on feature delivery NOW. ,[object Object],The Ideal – Provide every useful new feature the day it is requested.,[object Object],Key elements of ideal solution,[object Object],[object Object]
Maximum responsiveness (“Yes” to every request)Other definitions of success are possible!  They could lead to optimal processes different from Scrum.,[object Object],16,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Process – Achieve Success,[object Object],How can we approximate the ideal of success in the real world?  We develop a few features quickly!,[object Object],Instant turnaround?  >  Quick turnaround!,[object Object],[object Object]
Within the Sprint, reduce risk and maximize delivered value by finishing each feature before starting the next.Maximum responsiveness?  >  Few features per Sprint!,[object Object],[object Object]
Revise the ranked feature list before each development Sprint based on a current evaluation of customer needs.17,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Process – Approach the Ideal,[object Object],Scrum is a project management framework designed to address rapidly-changing customer needs.,[object Object],Scrum is optimized for projects where:,[object Object],[object Object]
Plenty of implementation can be done quickly.
Long lead times are usually not a major issue.
Project is cyclic – it always starts over in a few weeks, so new needs can be addressed then.  It is not linear with only one chance to “do it right”.
Success is measured by customer satisfaction with responsiveness and turnaround time.18,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Process – Who Benefits,[object Object],Benefits to Customer – Customers find that the software development company is more responsive to development requests. High-value features are developed and delivered faster with short cycles than with the longer cycles favored by classic Waterfall processes.,[object Object],Benefits to Project Managers – Project Managers and others who fill the ScrumMaster role find that planning and tracking are easier and more concrete compared to Waterfall processes. The focus on task-level tracking, the use of Burndown Charts to display daily progress, and the Daily Scrum meetings give the Project Manager tremendous awareness about the state of the project at all times. This awareness is key to monitoring the project and to catching and addressing issues quickly.,[object Object],19,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Course Outline,[object Object],Overview,[object Object],Scrum Process,[object Object],Scrum vs. Waterfall,[object Object],Scrum vs. Normal Project Management,[object Object],Quiz 1 – Scrum Process,[object Object],Scrum Concepts,[object Object],Scrum Roles & Team Cadence,[object Object],Scrum Project Phases,[object Object],Quiz 2 – Scrum Projects,[object Object],Scrum Summary,[object Object],Test – Course,[object Object],20,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. Waterfall,[object Object],How does Scrum differ from the classic Waterfall project management?,[object Object],New trade-offs between schedule and scope,[object Object],New timeboxes,[object Object],New roles,[object Object],New language,[object Object],New artifacts,[object Object],Scrum Characteristics,[object Object],[object Object]
Roles – ScrumMaster, Product Owner, Team
Artifacts – Sprint Backlog, Product Backlog, Burndown Chart21,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. Waterfall – Timeboxes,[object Object],A Timebox is a span of time of fixed duration dedicated to a particular purpose with strictly enforced boundaries. Scrum defines several "official" timeboxes, such as the Sprint and critical meetings, but the concept of a timebox is an important theme that permeates Scrum projects.,[object Object],Scrum is a schedule-oriented, rather than scope-oriented, approach to managing projects. This means that the schedule overrides other considerations. Thus all meetings and activities are timeboxed, or kept within the planned duration. ,[object Object],The timebox attitude promotes focus and quick decision-making. It encourages people to make decisions that are "good enough" now instead of "perfect" later. It is a key element in the constant effort to remain pragmatic and flexible in the face of the constant temptation to strive for perfection. ,[object Object],The Scrum timeboxes include the Sprint and critical meetings. The meetings are the Sprint Planning meeting, the Daily Scrum meeting, the Sprint Review meeting and the Retrospective meeting. Each timebox has a specified start and duration.Work is not allowed to extend beyond it.,[object Object],22,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. Waterfall – Meetings & Activities,[object Object],The diagram shows how the different meetings and activities relate to each other.  ,[object Object],Within a product roadmap, a customer release cycle includes many 2-4 week Sprints.  Each Sprint develops a few features at a time.,[object Object],The Sprint begins with the product Vision, including the features, or Stories, that the Sprint will develop.,[object Object],23,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. Waterfall – Meetings & Activities,[object Object],Release planning and Sprint planning occur next, with the Sprint Planning Meeting to kick off the Sprint.,[object Object],Then development begins!  Daily Scrums track day-to-day issue resolution and Task Breakdown adjustments.,[object Object],At the end of the Sprint, the Sprint Review Meeting validates the feature for release and deployment while planning continues for the next Sprint.  The Retrospective Meeting covers lessons learned.,[object Object],24,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. Waterfall – Scope,[object Object],Scrum optimizes the balance of schedule and scope, unlike Waterfall project management.,[object Object],Waterfall,[object Object],[object Object]
Estimates schedule – Delivery time is intendedScrum,[object Object],[object Object]
Estimates scope – Top feature, then next feature25,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. Waterfall – Adjust Scope,[object Object],Scrum adjusts the scope, not the schedule.  Know what to freeze (the schedule) and what to adjust (the scope).,[object Object],Waterfall schedulesdisappoint customers.,[object Object],[object Object]
Then adjust the scope to meet later release datesScrum delivers!,[object Object],[object Object]
Adjusts the scope if needed to meet release dates26,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. Waterfall – 1 Feature at a Time,[object Object],Scrum produces one feature at a time during a Sprint.,[object Object],Waterfall follows each step in a linear path.,[object Object],[object Object]
Designs all features
Implements all features
Tests all features
Fixes all features’ bugsScrum completes one robust feature quickly, and repeats.,[object Object],[object Object]
Designs a Story
Implements a Story
Tests a Story
Fixes all bugs for the Story
Starts the next Story in rank order27,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. Waterfall – Feature Complete,[object Object],Each Story in a Scrum Sprint feels complete.,[object Object],Each Sprint is like a series of tiny waterfalls from end to end.  Many Sprints and Stories achieve the customer release on time.,[object Object],Work estimates are much easier.,[object Object],Work proceeds and completes more logically.,[object Object],Feature granularity – a few Stories per Sprint,[object Object],Feature development one by one for reduced risk – Sprint by Sprint,[object Object],[object Object]
Scrum develops one feature at a time in rank order, completing some features within the long-term customer requirements contract, or software roadmap.Scrum offers many Best Practices for quick turnaround and maximum responsiveness.,[object Object],28,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Course Outline,[object Object],Overview,[object Object],Scrum Process,[object Object],Scrum vs. Waterfall,[object Object],Scrum vs. Normal Project Management,[object Object],Quiz 1 – Scrum Process,[object Object],Scrum Concepts,[object Object],Scrum Roles & Team Cadence,[object Object],Scrum Project Phases,[object Object],Quiz 2 – Scrum Projects,[object Object],Scrum Summary,[object Object],Test – Course,[object Object],29,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. Normal Project Management,[object Object],Customary practices are “normal” PM,[object Object],Scrum makes a less-familiar tradeoff in the “iron triangle” of scope, schedule and resources.,[object Object],[object Object]
Scrum projects have a specified schedule. The Team estimates and adjusts the scope to guarantee the schedule.Scrum Best Practices are unfamiliar to project managers.,[object Object],30,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. PM – PM’s Iron Triangle,[object Object],Start Project,[object Object],Schedule,[object Object],Scope,[object Object],Budget,[object Object],Resources,[object Object],31,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. PM – PM’s Iron Triangle,[object Object],Scope Increases,[object Object],Schedule,[object Object],Scope,[object Object],Budget,[object Object],Resources,[object Object],32,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. PM – PM’s Iron Triangle,[object Object],Schedule Increases,[object Object],Schedule,[object Object],Scope,[object Object],Budget,[object Object],Resources,[object Object],33,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. PM – PM’s Iron Triangle,[object Object],Schedule Increases,[object Object],Schedule,[object Object],cPrime,[object Object],Scope,[object Object],Budget,[object Object],Resources,[object Object],34,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. PM – Why Not Freeze Scope?,[object Object],The first Scrum Best Practice is to freeze the Sprint schedule!  Adjust the scope of the features in the Sprint.,[object Object],We cannot estimate better, even with more data. Software development involves constant invention, not repetition of standard steps. Accurate effort estimation is impossible.,[object Object],We cannot guarantee both schedule and scope.  Attempts to constrain both produce high uncertainty and high risk to customer satisfaction with our responsiveness and good turnaround time.,[object Object],Risk is minimized if only one variable is constrained – Scope,[object Object],[object Object]
We are much more likely to deliver on a commitment to schedule than on a commitment to scope.
We communicate the schedule commitment to customers and then meet their expectations.35,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. PM – Scrum’s Iron Triangle,[object Object],Start Scrum Project,[object Object],Schedule,[object Object],Scope,[object Object],Budget,[object Object],Resources,[object Object],36,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. PM – Scrum’s Iron Triangle,[object Object],Scope Increases,[object Object],Schedule,[object Object],cPrime,[object Object],Scope,[object Object],Budget,[object Object],Resources,[object Object],37,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. PM – Scrum’s Iron Triangle,[object Object],Adjust Scope to ,[object Object],Keep Schedule,[object Object],Schedule,[object Object],Scope,[object Object],Budget,[object Object],Resources,[object Object],38,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum vs. PM – Product Management,[object Object],Scrum is different from traditional ProDUCT Management.,[object Object],In traditional software development, a Product Manager receives requirements from customers and updates the Product Requirements Document (PRD).  He also uses a marketing MRD.,[object Object],In Scrum projects, the Product Manager updates the Product Backlog, which contains requirements intended for future implementation. The specifications, or Product Backlog Items (PBIs), are brief and easy to read.,[object Object],The Product Manager remains responsible all customer-facing deliverables, including software, user documentation and marketing collateral.  The people who create these deliverables may or may not be part of the Team, but their work must be planned.,[object Object],Product Managers work very closely with development Teams, collaborating on a daily basis to address all product-related issues.  Scrum requires this tight coupling and does not tolerate an "us vs. them" attitude between Product Management and Engineering.,[object Object],Since the Product Manager finalizes all priorities for the Team's development work, he can tap time from the Team to handle urgent issues like customer Requests For Information (RFIs) as long as he works with the ScrumMaster to reduce scope for the current Sprint.,[object Object],39,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Quiz 1 – Scrum Process,[object Object],It’s time for a fast quiz to check your learning!,[object Object],If you would like to review any slide, use the Play, Pause and Stop buttons and the Outline tab to navigate the course.,[object Object],When you are ready, begin the quiz.  If you answer a question incorrectly, you will be given 3 chances to answer.  You will be able to review any slide during the quiz.,[object Object],40,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Course Outline,[object Object],Overview,[object Object],Scrum Process,[object Object],Scrum vs. Waterfall,[object Object],Scrum vs. Normal Project Management,[object Object],Quiz 1 – Scrum Process,[object Object],Scrum Concepts,[object Object],Scrum Roles & Team Cadence,[object Object],Scrum Project Phases,[object Object],Quiz 2 – Scrum Projects,[object Object],Scrum Summary,[object Object],Test – Course,[object Object],41,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Concepts,[object Object],Story,[object Object],Sprints,[object Object],Self-Organization,[object Object],Shipped!,[object Object],42,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Concepts – Story,[object Object],The product requirements of Scrum are chunked into a small set called a Story, or feature, with a short narrative description, somewhat like a use case or test case. The Product Backlog includes all requirements not yet scheduled for implementation. ,[object Object],There are three types of Stories:,[object Object],[object Object]
Technical Story, or supporting non-functional requirement
Defect, or bug reportSolid Stories give enough detail to estimate the Task Breakdown and the Velocity of the Sprint.,[object Object],Stories use a common format for easy reading.,[object Object],43,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Concepts – User Story,[object Object],A User Story describes what the user does with the software and how the software responds.  A User Story is a functional requirement that resembles a use case and test case.,[object Object],The Scrum Product Owner is responsible for – and writes – the User Stories.,[object Object],The User Story includes:,[object Object],[object Object]
Descriptive text
References to external documents and screen shots
Testing information for implementationSample User Story,[object Object],44,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Concepts – Technical Story,[object Object],A Technical Story is a non-functional requirement that describes the functionality supporting the user-facing features in User Stories. ,[object Object],Technical Stories are usually written by Team members and are added to the Product Backlog.  The Product Owner must be familiar with these Stories and understand the dependencies between these and User Stories in order to rank all Stories for implementation.,[object Object],Sample Technical Story,[object Object],45,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Concepts – Defect,[object Object],A Defect, or bug report, is a description of the failure of the product to behave as designed and expected. It usually includes a description of the missing or incorrect functionality, an analysis of the problem and a proposal to fix the bug.,[object Object],Defects are stored in a bug-tracking system, which can also store the Product Backlog to eliminate duplicate entry of items. The Product Owner tracks each Defect in the Product Backlog for sequencing and scheduling in a Sprint.,[object Object],Sample Defect,[object Object],46,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Concepts – Sprint,[object Object],Project Managers say “Schedule”.  ScrumMasters say “Sprint”!,[object Object],Small teams of 3-9 people work in short Sprints of   2-4 weeks to implement Stories in rank order.,[object Object],Sprint Goal – To produce release-quality increments in functionality.,[object Object],[object Object]
The scope, or Sprint Backlog of Stories, is frozen when the Sprint starts—no change requests allowed!47,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Concepts – Sprint,[object Object],Team Members,[object Object],Collaborate and “self-organize”,[object Object],Track their progress and update tasks when finished,[object Object],The chart provides an example of how workdays can be grouped into Sprints, and Sprints grouped into Releases. The example assumes that each Sprint contains 10 workdays and each Release contains 2 Sprints.,[object Object],48,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Concepts – Self-Organize,[object Object],Teams self-organize to best apply member skill sets – coding, test development, testing.,[object Object],The ScrumMaster and Product Owner do not assign tasks.,[object Object],There is no formal PM to assign tasks.,[object Object],Team members collaborate to complete Stories quickly instead of working on separate Stories in parallel.,[object Object],49,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Concepts – Self-Organize,[object Object],The Agile philosophy holds that the best way to meet customer needs is through the collaboration of a committed group of people who focus on achieving results quickly with as little process overhead as possible. ,[object Object],We must trust people and their ability to collaborate more than we trust any particular process.,[object Object],People can succeed without a formal process, but no process can succeed without people.,[object Object],An Agile process best taps the abilities of team members by emphasizing collaboration rather than relying on the structure of a process to guarantee success.,[object Object],50,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Scrum Concepts – Shipped!,[object Object],At the end of a Sprint, completed Stories are Shipped.  Incomplete Stories are not.,[object Object],No exceptions!  The schedule is not extended to complete work.,[object Object],51,[object Object],Copyright 2010 cPrime, Inc.,[object Object]
Course Outline,[object Object],Overview,[object Object],Scrum Process,[object Object],Scrum vs. Waterfall,[object Object],Scrum vs. Normal Project Management,[object Object],Quiz 1 – Scrum Process,[object Object],Scrum Concepts,[object Object],Scrum Roles & Team Cadence,[object Object],Scrum Project Phases,[object Object],Quiz 2 – Scrum Projects,[object Object],Scrum Summary,[object Object],Test – Course,[object Object],52,[object Object],Copyright 2010 cPrime, Inc.,[object Object]

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