Although Scrum was created for a single team doing development it is rarely used in exactly that context now. It is part of a bigger picture and teams often find themselves competing for limited capabilities. This requires an understanding of how Scrum teams fit into the bigger picture of Agile Product Management.  Given that most companies have limited resources in dollars and time spent by their teams in learning Scrum, this workshop is designed to provide key Agile practices that help software development while providing the core of Scrum that is required. This workshop focuses on those aspects teams need right from the start to successfully adopt Scrum, while only lightly covering aspects that they can figure out on their own (or have a good Scrum Master provide). Experience has shown that teams new to Agile will not usually figure out how to do good Agile development (analysis, design, code and test) on their own.


This workshop looks at the bigger picture of what is needed and provides that which teams find hardest to learn. 

Course Objectives: 

Before adopting Scrum, you must ensure it is the correct framework to use. Included in this workshop is a half-day consulting with management to ensure it is the right framework for you and if and how it needs to be tailored. If a flow model works better for you, this workshop can be tailored to that.

Most of the work development teams do are understanding requirements, developing code, and validating that the code meets the requirements. Behavior-Driven Development (the defining of test specifications before developing software) has been integrated into teaching Scrum because although Scrum itself is simple, teams need to learn how to create stories. This workshop integrates story writing with tests into Scrum training to take advantage of this. This is done with the teams' own stories so that  get a start on applying it to their own work.

After the training teams can then take ATDD as far as they want, but their mindset will have definitely shifted towards the better. For more, see How to Start with ATDD/BDD.

More information, read What you need to get started with Scrum on the Net Objectives portal.

Learning Objectives:

A CSM course teaches teams the roles, events, artifacts and rules of Scrum. It typically adds estimation, decomposing epics to features to stories. Some trainers include some management of Work-in-Process (WIP). The focus is on the process of building software incrementally.


The most difficult challenge facing teams that are new to Scrum is how to decompose epics into stories small enough to fit in a 1-2 week sprint. Students in this workshop learn to address this challenge by specifying requirements in the form of acceptance criteria. Acceptance Test-Driven Development (ATDD) in conjunction with the Given-When-Then construct of Behavior-Driven Development (BDD) suits this very well. It provides solid guidance to teams to get clarity on what is needed, to decompose large Product Backlog Items (PBIs) into smaller ones and to focus on completing small slices of work. 

Therefore, this workshop covers:

  • Basic Scrum curriculum

  • Lean principles of flow

  • Agile Product Management including concepts of MVPs and MBIs

  • How to use defining acceptance criteria as part of the requirement to achieve small stories

  • Using Scrum as Example so Scrum can be accommodated to your teams’ environments

  • Managing people who have to be split across teams

  • Focusing on realization of value not merely deployment

  • How multiple teams can work together on multi-team projects


This workshop is delivered through several modules


Pre-Workshop Discussion

One-half day of pre-workshop discussions with the leaders related to the team. 

Day 1

This module involves everyone together for 8 hours of training plus a 1-hour lunch break. We can accommodate your scheduling requirements.

  • An exercise that allows people to express what they think are the main challenges to sustainable product development. We use a Kanban board to track progress on these topics throughout the workshop.

  • Lean and Theory of Constraints game. This lays the foundation for teaching Scrum and Lean Product Development fundamentals. This allows people to experience some of the Lean-Agile challenges we are going to address but in a simple, safe, and fun manner. Learning solutions to these challenges. 

  • Scrum as a project management framework in its purest form with no deviations from the Scrum Guide. This is presented in a brief but very disciplined manner focusing on the objectives and intentions of the roles, events, and artifacts. 

  • We address the importance of

    • Optimizing value realization throughput instead of optimizing individual productivity

    • Channeling all work through the Product Owner

    • Making all work visible

    • Having clarity on what will constitute acceptance before starting

    • Adopting definitions of Done and Ready

    • Team-based estimation

    • Working together as a cross-functional team (and succeeding or failing as a team)

    • Focusing on finishing Work-in-Process instead of starting new work

  • Continuous improvement

  • Advanced techniques for dealing with requirements in Scrum are covered during Modules 2, 3, and 4.

  • Some things, like coaching metrics, are not part of the workshop but can be offered if required.


Day 2

This module involves both training and coaching.

Training: Everyone together for 4 hours.

  • An Agile requirements game that allows people to see the problems with requirements analysis, management, conveyance, and collaboration. A demonstration of the essential aspects required to address these including iterative requirements, fast feedback, domain specific language.

  • The team picks something from their backlog that they are going to work on during the workshop and they start doing some rudimentary exercises on it during the morning.

  • The fundamentals of TDD and Acceptance Test-Driven Development (ATDD)

  • The importance of collaboration on specifications

  • The importance of having a non-controversial Definition of Done

  • The Given-When-Then construct of BDD


Coaching after training section: Each team gets 1.0 to 1.5 hours of coaching

  • Applying the ATDD/BDD techniques they have learned  on their backlog items

  • Coaches answer questions, guiding and coaching them but just on the aspects learned so far

  • Introducing 1) separation of concerns, 2) higher-level scenarios, and 3) chains of justification


Day 3

This module involves both training and coaching.

Training: Everyone together for r hours.

  • The Behavior-Based Analysis (BBA) process

  • How to collaborate on discovering additional scope around the backlog items they started with in Module 2

  • How to manage this growing body of knowledge around their selected backlog items while maintaining focus

  • How to integrate the analysis process and responsibilities into Scrum

Coaching after training section: Each team gets 1.0 to 1.5 hours of coaching

  • The team continues to learn how to use the BBA process, but with 1:1 coaching and guidance

  • We continue to practice separation of concerns and crafting higher-level vs. lower-level scenarios

  • We introduce the concept of chains of justification, again, because this is taught best within the experiential coaching context

  • How to define the scope of the backlog item they started with using new insights

  • Understanding  a noncontroversial definition of done

  • How to estimate using this new understanding of the backlog item’s scope preferably in support of the coaching metrics


Day 4

This module involves both training and coaching.

Training: Everyone together for four hours.

  • Business Architecture and Capability Management and how to use this as a structure and backdrop for their BDD specifications

  • How to build thin vertical slices using the Capability structure and BDD specifications

  • The difference between a) the Capability structure and BDD specifications, and b) work management artifacts, i.e. backlog items, e.g. Product Backlog Items, Epics, Features, User Stories, etc.

  • How to craft definitions of done and ready, integrate it into Scrum, and continuously improve it

Coaching after training section: Each team gets 1.0 to 1.5 hours of coaching

  • Helping the team finalize the structure of their newly documented body of knowledge

  • Next steps in adoption of Scrum and ATDD using BDD especially focusing on things they can start with immediately. This includes

    • Agree on a Definition of Done and a team-based estimation for each backlog before starting development

    • Use ATDD/BDD and BBA for at least a single scenario and see it fully to Done in a Sprint, gradually using it for more and more scenarios, eventually for an entire backlog item, and finally for an entire Sprint’s worth of backlog items

    • Defer all work requests to the Scrum Product Owner or whomever has the “Team Backlog Management Authority”


Recommended Follow-On Coaching

  • Program and Team-level Processes Integration: We highly recommend rounding off this workshop with a day of coaching with your Scrum Masters / Agile Coaches on how to integrate ATDD, BDD, and the BBA process into your existing program and team-level processes, e.g. Sprint/Iteration Readiness, SAFe PI Planning Readiness

  • ATDD Automation: This workshop can be followed up with one to two days of coaching to show you how to automate the testing of ATDD specifications.

Full Description

Scrum is a framework that is intended to have people self-organize within it. We believe that Scrum should be taught with enough key practices, tailored for the teams involved in the workshop, so that they can get started in an effective manner. Our deep knowledge of patterns of success and challenge enable us to provide guidance on how to adopt certain practices for the teams in the workshop. This enables teams to learn specific practices they should while avoiding having to have teams re-invent the wheel. By also providing templates to be used after the training teams can continue to evolve their Scrum practices or even transcend Scrum if warranted.


Training for the Team

There is a difference between team training and Scrum Master training. Too often, Scrum training is offered as a blend of the two but this is not an efficient use of time.

Scrum Master training teaches Scrum Masters what they should do. That is good for them. But team training does not need to involve this.

Team training should focus on what the team needs to know. Of course, the developer team must attend. The Product Owner should be also attend to help the Product Owner and developer team learn to work better together. Much of the work done in the Scrum involves developers and Product Owners working together. Product Owners define the "what" with the team deciding on the "how." Since teams also validate what's built, the Product Owner and development team represent the customer, development and testing, the “Triad of Acceptance Test-Driven Development.” In addition, we recommend the Scrum Master attend in order to facilitate collaboration.

Based on a robust operating model

This course is based on Scrum/ATDD, which is an operating model that incorporates Scrum. This prepares people to adopt Scrum to their environment.  It is also useful for training SAFe® ARTs since it both accommodates large class sized and integrates Agile Product Management which SAFe for Teams does not cover to such a deep extent. If needed, the course can be taught using SAFe and/or customer-specific terminology. 

Supporting materials for new Scrum Teams

After training, you should not have to choose between going  it alone or paying for embedded coaches. By properly preparing you during the workshop and providing needed support materials many of the challenges faced by teams with standard Scrum training can be avoided.

Workshop attendees have access to a collection of templates, online videos, and discussion boards to ask questions of experts and the community.

Templates for Team Agility

All participants in this workshop are provided with six month free access to Net Objectives Premium Content. Here are some of the Team Aglity Templates provided.

  • Outcome-based Thinking Mindset

  • Definition of Done, Definition of Ready, Team DoR-DoD Template

  • The MBI Mindset

  • Team-Agility Scorecard

  • Components of a good Scrum/Kanban Board

  • How we agree to new practices

  • How to do a retrospection

  • Classes of service

  • Agreements to make with other teams and management

  • Ensuring what's being built can be delivered

  • Going  beyond "Scrum-but" (how to change practices that commonly get dropped by those new to Scrum)

Support videos

These short videos help improve common Scrum practices.



Max class size



4 Days




Scrum with Agile Requirements: Achieving Sustainable Agility