Professional Scrum Master

Taught by Louis-Philippe Carignan
February 28 - March 1, 2013 in Montreal, Canada

This course will be in french.

The Professional ScrumMaster course is the first significant update of the Certified ScrumMaster (CSM) course that Ken Schwaber introduced and shared in 2002. As in the original course, the framework, mechanics, and roles of Scrum are covered. The course then goes further by teaching students how to use Scrum to optimize value, productivity, and the total cost of ownership of systems and products. Students will learn through instruction and team-based exercises, and will be challenged to think on their feet to better understand what to do when they return to their workplaces.

Registration for this class has closed.


The purpose of the Professional ScrumMaster course is to give students a solid grounding in Scrum and its core principles, from which they can make opportunistic decisions about how to use it best. Students learn why certain decisions are better than others, and why some support Agility while others ultimately lead back to waterfall. They will also learn how to use Scrum productivity metrics to monitor the results of their decisions and how to optimize those results.

Getting the most out of Scrum requires a solid knowledge of how it works and why. The Professional ScrumMaster course will cover these as well as several advanced topics, like managing risk and optimizing total cost of ownership, that build on Scrum’s underlying principles.

Several advanced topics that build on Scrum’s underlying metrics are included in the course, such as managing risk and optimizing total cost of ownership.


  • Scrum basics – what is Scrum and its history?
  • Scrum theory: why does Scrum work and what are the first principles? How are these different from more traditional approaches and what is the impact?
  • Scrum framework, roles, rules, and flow: how the theory is implemented in the Scrum using the Scrum time-boxes, roles, rules, and artifacts. How can these be used most effectively and how can they fall apart?
    Increments: A Scrum increment has to be transparent and ready for inspection. What does this mean, what is a “done” increment, and what happens to “undone” work.
  • Emergent Architecture: Scrum is empirical. What is the impact of empiricism and emergence on complex architectures and infrastructure development?
  • Scrum Planning –and Reporting Plan a project and estimate its cost and completion date.
  • Scrum and Change: Scrum is different. What does this mean to my project and my organization? How do I best adopt Scrum given the change that is expected?
  • Scrum and Total Cost of Ownership – A system isn’t just developed. It is also sustained, maintained and enhanced. How is the overall cost of this Total Cost of Ownership measured and optimized?
  • Scaling Scrum – Scrum works great with one team. It also works better than anything else for projects or product releases that involve hundreds and thousands of people dispersed over the globe. How is this best done and managed?