EXIN Agile Scrum Master study plan

Define the three Scrum roles, five events and three artefacts from memory, then explain how each artefact creates transparency for a specific stakeholder

Distinguish the empirical pillars (transparency, inspection, adaptation) from the five Scrum values by writing one concrete workplace example for each

Map the Product Owner, Scrum Master and Developers to their accountabilities and identify three common anti-patterns where accountabilities blur

Explain how the Definition of Done differs from acceptance criteria, using one worked example of each

Walk through a full Sprint cycle (Planning, Daily Scrum, Review, Retrospective) and state the timebox, purpose and expected outcome of each event

Describe how the Product Owner orders the Product Backlog and defend three ordering criteria such as value, risk and dependency

Explain what the Developers own in the Sprint Backlog and how they self-manage daily work without a task-assigning manager

Identify what makes an Increment potentially releasable and how the Definition of Done gates it

Analyse the Product Owner's accountability for value maximisation and list five decisions only the Product Owner can make

Explain how the Scrum Master serves the Product Owner, the Developers and the organisation differently, with one example per relationship

Practice writing Sprint Goals that express a single outcome rather than a list of tickets

Diagnose three broken-event scenarios (Daily Scrum as status report, Review without stakeholders, Retrospective without actions) and prescribe a remedy for each

Explain servant leadership and distinguish it from directive management using three behavioural contrasts

Design a facilitation plan for a Sprint Retrospective that produces at least two owned improvement actions with named owners and dates

Demonstrate coaching technique by writing three powerful open questions a Scrum Master could ask a stuck Developers team

Describe how the Scrum Master protects the Sprint from scope change while still respecting legitimate Product Owner decisions

Explain the difference between scaling Scrum and merely copying ceremonies across teams, naming the core constraints of a Nexus-style setup

Describe how to introduce Scrum incrementally into a traditional organisation and sequence the first three changes

Identify the metrics that reveal genuine agility (cycle time, throughput, escaped defects, Sprint Goal success rate) and explain why velocity alone misleads

Draft a coaching conversation plan for a resistant middle manager using observation, impact and request

Explain how continuous improvement operates through the Retrospective, the Definition of Done and empiricism rather than through a separate improvement programme

Compare two scaling approaches at a conceptual level and state the trade-offs for a 40-person product group

Revisit the empirical pillars and show how each scaling decision either strengthens or weakens transparency

Identify organisational impediments (funding models, component teams, annual planning) that block Scrum and propose one mitigation each

Complete a full-length timed mock exam and record the score per domain to expose weak areas

Re-study the two weakest domains using your own notes rather than re-reading source material

Rewrite every missed question's underlying concept as a one-sentence rule you can recall under pressure

Practise explaining Scrum to a non-practitioner in under three minutes without jargon

Re-run a second full mock exam and confirm improvement in the previously weakest domains

Consolidate all notes into a single two-page revision sheet covering roles, events, artefacts, facilitation and scaling

Rehearse scenario-style questions where the correct answer depends on the Scrum Master's stance rather than on definitions

Verify exam logistics, timing strategy and how to handle questions with two plausible answers