SMP study plan

Explain empiricism and the three pillars (transparency, inspection, adaptation) aloud from memory without notes

State each of the five Scrum values and give one observable behavior that demonstrates it in a team

Distinguish what Scrum prescribes as rules versus what it leaves open as choices, using the purpose of Scrum as the justification

Rewrite five common misconceptions about Scrum into accurate statements and explain why each original claim is wrong

Map each of the three accountabilities to its distinct responsibilities, decision rights, and the artifact commitment it serves

Contrast the three Scrum accountabilities with traditional manager, analyst, and team-lead roles on authority and accountability

Justify from Scrum theory why no accountability may be merged or delegated away

Identify five role-confusion anti-patterns and prescribe a concrete corrective action for each

Reconstruct all five events from memory, stating purpose, timebox, participants, inputs, and outputs for each

Explain how each event creates an opportunity for inspection and adaptation rather than serving as a status meeting

Compare Sprint Review and Sprint Retrospective on purpose, participants, and outcome produced

Defend the Daily Scrum's structure and explain why it serves the Developers rather than managers

Diagnose three event anti-patterns (for example a cancelled retrospective or a review with no stakeholder feedback) and propose a fix for each

Select the appropriate stance (teaching, coaching, mentoring, facilitating, or advising) for eight given team situations and justify each choice

Design a 45-minute retrospective with a stated purpose, sequenced activities, and explicit timeboxes

Convert ten closed or leading questions into neutral open questions that invite the team's own answer

Distinguish facilitation from training and from consulting when a team is stuck

Write and rehearse an intervention plan for a participant who repeatedly dominates a team session

Pair each of the three artifacts with its commitment and explain what transparency each commitment creates

Apply a Definition of Done to four increment scenarios and judge whether the increment is releasable

Explain the purpose of Product Backlog refinement and how it fits within the Sprint rather than replacing an event

Diagnose three artifact anti-patterns (vague Definition of Done, Sprint Backlog used as an assignment list, Product Backlog treated as a wish list) and give a remedy for each

Explain how an unclear commitment degrades inspection and adaptation downstream

Contrast servant-leadership behaviors with command-and-control behaviors across six concrete team scenarios

Apply a team-development stage model to a described team and select an intervention appropriate to its current stage

Design one team-development activity aimed specifically at building psychological safety

Explain how a Scrum Master removes impediments without taking ownership away from the team

Coach a struggling Developer through a self-management conversation in a role-play, keeping the solution with the team

Trace value from Product Goal to Sprint Goal to Increment, naming which events create the feedback that keeps the path valid

Order a ten-item backlog by value, risk, and effort, and defend the ordering in writing

Compare output measures with outcome measures and propose three outcome metrics for a sample product

Identify four organizational impediments to agility and write a removal strategy and stakeholder for each

Evaluate when a scaling approach reduces dependency waste and when it adds coordination overhead instead

Complete a full-length timed practice exam and score 85% or higher

Re-teach your three weakest domains in a short recorded explainer each, without notes

Reconstruct the timeboxes, commitments, and accountabilities on a single recall sheet from memory

Revisit every question missed in weeks 1 through 7, confirm the root cause, and verify it no longer recurs