Professional ScrumMaster I Training (Scrum.org PSM I)
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M1 — PSM I: Scope, Cost and the Shape of the Assessment
Open entry: no prior Scrum experience, certification or job required
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The assessment: 80 questions, 60 minutes, 85% to pass, open book
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A paid exam booked separately: the credential is not bundled with the course
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The three focus areas: applying Scrum, developing people, managing products
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PSM I against PSM II: what each level expects of a candidate
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What Scrum.org certifies: knowledge and application, never attendance
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M2 — Framework Theory: Purpose, Pillars and the Limits of Scrum
Transparency, inspection and adaptation and the decision each one supports
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The five values and the behaviour each one asks a Scrum Team to show
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Empiricism as the base of Scrum and the lean thinking sitting underneath it
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The 2020 Scrum Guide: what was removed, what was rewritten, what stayed
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A framework with a deliberately incomplete shape and the space around it
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How Scrum differs from a prescriptive method with a mandatory process
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M3 — The Twelve Principles, Principle by Principle
Empirical process control, transparency, inspection and adaptation
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The Scrum values and the five behaviours that make the pillars real
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The Sprint, the Sprint Goal and the Definition of Done as principles
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Self-management: the principle that decides who owns the plan
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The Sprint Backlog, the Product Goal and the Product Backlog
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Turning a principle into a decision you can defend in the assessment
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M4 — Accountabilities, Self-Organisation and the Team
The three accountabilities and the limit of ten people on a Scrum Team
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Product Owner authority over the Product Backlog and what limits it
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Self-managing teams: who decides what, when and how the work is done
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Cross-functional: the skills a team needs to ship an Increment
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The Developers who hold each other accountable as professionals
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Diagnosing a team that is not self-managing: the blocker to remove first
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M5 — Events and Artifacts in Practice
Why the Sprint exists: a container that bounds both the work and the learning
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Sprint Planning as three questions: why, what and how
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The Daily Scrum and the plan the Developers keep for themselves
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The Sprint Review: a working session that adapts the Product Backlog
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The Retrospective: the event that turns one Sprint into a better next Sprint
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Reading the three artifacts the way the assessment reads them
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M6 — Empiricism, Done and the Quality of the Product
Empiricism in practice: what you can observe beats what you were told
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The Definition of Done as the birth certificate of an Increment
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Quality built in rather than inspected in: the team level argument
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Technical practices that let a team finish: test, review, integrate
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How empiricism changes forecasting: nobody can promise a date in complex work
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Assessing a product with measures that show value rather than output
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M7 — The Professional ScrumMaster as Systems Thinker
The role framing: an improver of the system, not a process policeman
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Reading the whole system: developers, product, stakeholders, organisation
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Finding leverage points where a small change moves a large constraint
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Coaching the organisation towards an empirical approach to work
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Working with a Product Owner who has the title but not the authority
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What a Scrum Master does when the framework is used as a checklist
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M8 — Capstone: Open-Book Assessment Preparation and a Product Improvement
The twelve-principle audit of a real team in your own workplace
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Writing a Definition of Done the team agrees to and can meet
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Running one improvement cycle on a live process and holding the evidence
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Sitting a timed 80-question practice assessment
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Reviewing the score by focus area and rebuilding the revision plan
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Defending your answers in a mock assessment conversation
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