PSL N41 study plan

Define the three pillars of empirical process control and give one concrete example of each in a team you have worked with

Explain in writing how the Scrum values enable the pillars, using one value per pillar

Map each of the five Scrum values to a specific observable team behavior

Distinguish Scrum's rules from its optional practices by classifying ten common team habits

Describe the accountability of each of the three Scrum accountabilities and identify one anti-pattern for each

Explain why the Scrum Team is described as self-managing and cross-functional, and what each term does not mean

Contrast the Product Owner's accountability for value with the Developers' accountability for the increment

Explain the role of the Scrum Master as a true leader who serves, listing three specific services to the team and three to the organization

Explain why the Scrum Team is one team with no sub-teams or hierarchies, and describe how a team can organize work without creating them

Describe the purpose and timebox of each of the five Scrum events and explain how each one enables inspection and adaptation

Explain the relationship between the Sprint and the other four events, including why the Sprint is called the container event

Justify the rule that no event may be shortened or extended, and describe what happens to transparency when it is

Explain the inputs, outputs, and facilitation stance of Sprint Planning without describing a task-assignment meeting

Explain how the Sprint Goal creates focus and flexibility, and give two examples of scope negotiation that preserve it

Describe the purpose of the Daily Scrum and explain why it is for the Developers and not a status report to a manager

Explain the purpose of the Sprint Review and distinguish it from a demo or a gate approval

Explain the purpose of the Sprint Retrospective and how it produces at least one actionable improvement

Define the three artifacts and name the commitment attached to each

Explain how the Product Goal, Sprint Goal, and Definition of Done each create transparency

Explain what the Definition of Done is and why it must be shared and explicit rather than assumed

Describe how the Product Backlog is refined and ordered, and what makes an item ready to be selected

Explain why the Increment is additive and what it means for an increment to be usable

Diagnose three scenarios where a missing or vague Definition of Done produced hidden work, and propose a fix for each

Explain how a Product Owner can order a backlog for value without dictating how Developers do the work

Describe facilitation techniques for keeping an event within its timebox without cutting it short

Explain how to facilitate a Retrospective so the team leaves with owned actions rather than complaints

Describe how to handle a dominant voice or a silent member in a team event

Distinguish coaching, mentoring, teaching, and facilitating, and choose the right stance for three given situations

Explain how a Scrum Master removes impediments without taking ownership of the team's problems

Describe how to give feedback to a team member that is specific, behavioral, and actionable

Explain how servant leadership differs from directive management in the context of a self-managing team

Identify three organizational impediments and describe how to raise them with stakeholders without blame

Re-derive the purpose of each event and the commitment of each artifact without notes

Explain how Scrum theory explains each rule you would enforce as a Scrum Master

Identify your three weakest domains from practice results and close each gap with a written explanation

Practice explaining a common Scrum misconception and correcting it in under two minutes

Assemble a personal one-page summary of the framework from memory