Certified Scrum Master CSM

Certified Scrum Master

2 Days Certified Scrum Master Workshop

 A Roadmap To Your Successful Career In Scrum

UpComing Training

Certified Scrum Master Training Virtual (11 – 12 April’20)

Call Deepak for more query 9958297711
  • 100% Assured Scrum Alliance certification
  •  2 year membership with Scrum Alliance
  • 30 SEUs/PDUs only
  • Support in becoming Certified Scrum Professional

A Certified Scrum Master has a very critical role to play in Agile teams. Scrum is most used Agile methodology; 85% of worlds’ Complex IT projects are done using Scrum. As per 2017 State of Scrum report, 64% companies are using scrum for their complex projects globally. A Scrum Master is a Key stakeholder in Scrum project who would understand, appreciate and follow scrum values and principles for his team thereby ensuring a greater collaboration, transparency and success.

The two day Scrum Alliance approved Certified Scrum Master training prepares you for the critical role of Scrum Master in a scrum team. This certificate is ideal for you if you want to start your Agile and Scrum Journey. Led by an expert Certified Scrum Trainer, the extensive training will guide you in understanding the essence of scrum, its process, methodology, scrum roles and responsibilities, scrum ceremonies, preparing your to succeed as scrum master.

Certified Scrum Master Training With iZenbridge is Unique

  • Training by an elite panel of Certified Scrum Trainers (CSTs)
  • 3 Scrum Alliance Approved Best Seller Online programs (Worth $150)
  • Online Scrum Master Program with 55 videos and 3 simulation tests
  • 45 SEUs (30 from Online and Classroom), Support in claiming 15 from self study
  • Global Registered Education Provider (REP) of Scrum Alliance
  • Continuous learning and support to advance your Scrum understanding
  • Support in becoming Certified Scrum Professional

Deliverable from our CSM Class

  • 100% Assured Scrum Alliance certification
  • 2 year membership with Scrum Alliance
  • Hard Copy of Study Material
  • Upto 45 SEUs/PDUs only
  • Course Fee includes Scrum Alliance Certification Examination Fee

Your Roadmap to an Advance Scrum Journey

This 2-day event presents the attendee with an outstanding opportunity to start his /her journey of learning Agile principles and the Scrum Framework. ScrumMaster Certification is a first, but crucial step in the journey towards this adaptive and empirical form of work organization and will familiarize you with all the elements of the Scrum framework.

Unlike other providers of CSM, iZenBridge helps you to take your agile journey to a level where you can demonstrate your capabilities for roles like agile coach. We help you achieve CSP (Certified Scrum Professional) which is an advance level in your scrum journey.

Need Some help? Call Us 9958297711, 9990451333,8884670012

Scrum Alliance has updated the Certified Scrum Master learning objectives in 2017 to align Scrum Master role to the market demand and changing world scenario.

1. Lean, Agile, and Scrum

Values and Principles

Describe Scrum’s relationship to the Agile Manifesto

Scrum Theory

  • Define empirical process control and list the three pillars.
  • Describe how the values of Scrum — focus, courage, commitment, openness, and respect — are present in a specific Scrum event, artefact, or role.
  • Explain why Scrum is a framework and list two ways that a framework is different from a process\methodology.
  • Explain how evolutionary product planning in an empirical environment differs from traditional fixed planning, and give an example of when each may be appropriate.

The Scrum Team

  • Illustrate the three roles in a Scrum Team and how they interact with each other to deliver the product increment within a sprint.
  • Describe at least three disadvantages of shared roles in Scrum (e.g., a Development Team member being the Scrum Master or Product Owner, or the Product Owner being the Scrum Master).

The Product Owner (PO)

  • List at least three prerogatives (e.g., independent authority, defining scope for the Development Team, deciding when to release) and five responsibilities (e.g., ongoing visioning, ordering, budgeting, and dates; maximizing the value of the Development Team’s work; maximizing the value of the Scrum Team’s product) of the Product Owner.
  • Discuss at least two reasons why the Product Owner is a single person and not a group or a committee.
  • Discuss how and why the Product Owner maintains authority over the product (i.e., contents and order of the product backlog, when to release and when to stop developing) while working collaboratively with the Development Team and stakeholders to gather their ideas, feedback, and input.

The Development Team (Dev Team)

  • List at least three prerogatives (e.g., produce quality work, provide their own estimates, sign up for work rather than be assigned work) and five responsibilities (e.g., produce a “Done,” usable, releasable product increment each and every sprint, improve their engineering practices, estimate, assist the Product Owner in maintaining the product backlog, implement action items) of the Development Team. List at least five characteristics of the Development Team: self-organizing, cross-functional, no titles other than Developer, no sub-teams, and mutual accountability.
  • Identify at least three negative consequences that arise when the Development Team consists of fewer than three or more than nine people.
  • Identify at least two reasons why only the Product Owner can offer work to the Development Team (e.g., interrupts the Development Team’s focus, undermines the Product Owner’s independent authority)

The Scrum Master

  • List at three prerogatives (e.g., experiment with new ideas, have access to stakeholders and decision makers, address issues openly) and five responsibilities (e.g., ensure that Scrum is understood and enacted within the organization, act as a change agent, coach the Scrum Team and the organization, increase visibility, lead through influence) of the Scrum Master.
  • Identify at least three reasons why the Scrum Master has no authority but leads through influence

Scrum Events and Artifacts

  • List at least three benefits to timeboxing.
  • Give one example of how a Scrum Team will inspect and adapt and increase transparency at each of the Scrum events.

Sprint and Increment

  • Discuss a scenario when a Product Owner may consider sprint cancellation and identify at least two alternatives.
  • Describe at least two reasons why the scope and duration of a sprint are fixed (e.g., promotes the successful delivery of the sprint goal, supports the Scrum Team to learn how to deliver valuable increments iteratively).
  • Define the outcome of every sprint (e.g., a potentially releasable product increment that adheres to the current Definition of Done) and describe at least three reasons why that is important.
  • Discuss at least three reasons why the increment must be brought to the current Definition of Done regardless of whether the Product Owner chooses to release the increment.

Sprint Planning

  • List the participants, one input (i.e., “ready” product backlog items), and at least two outputs (i.e., sprint goal, sprint backlog) of sprint planning.
  • Describe at least three responsibilities for the Development Team (i.e., decide how much work is brought into the sprint, offer a forecast, create sprint backlog items), Product Owner (i.e., offer the sprint goal, provide clarification, negotiate scope), and Scrum Master (i.e., facilitate the dialogue between the team and the Product Owner, maintain the timebox, ensure that the Development Team neither overcommits nor undercommits) during sprint planning.
  • Discuss the focus of the activities of the Product Owner and Development Team during the two topics of sprint planning: the “What” and the “How.”
  • Give an example of a sprint goal and identify at least two benefits of having a sprint goal (e.g., provides greater context for the work, helps stakeholders understand why they are being asked to participate in a sprint review).
  • Discuss at least three negative impacts that arise when the Scrum Team disregards one or more of the elements of sprint planning.

Daily Scrum

  • Discuss at least three ways the Daily Scrum differs from a traditional status meeting and why the various constraints (e.g., no more than 15 minutes, meets every day, only the Development Team members participate) exist to support the Scrum Team.
  • Describe at least three responsibilities for the Development Team (e.g., answer the three questions, review their progress toward the sprint goal, update the sprint backlog) during the Daily Scrum, and describe contributions that may be made by the Product Owner (e.g., provide clarification, offer early feedback, give the team the freedom to organize their own work) and Scrum Master (e.g., teach the Development Team how to run the Daily Scrum; offer observations, not solutions; facilitate the conversation if necessary).
  • List the three questions associated with the Daily Scrum agenda and identify one reason why the Development Team’s responses in the Daily Scrum are linked to the sprint goal.
  • Discuss at least three negative impacts that arise when the Scrum Team disregards one or more of the elements of the Daily Scrum.

Product Backlog Refinement

  • Discuss at least two reasons why the Development Team spends, on average, no more than 10% of their capacity on product backlog refinement.
  • Discuss at least three negative impacts that arise when the Scrum Team disregards one or more of the elements of product backlog refinement
  • List the participants of the sprint review and describe at least two responsibilities for the Development Team (e.g., demonstrate the results of the sprint, respond to questions), Product Owner (e.g., explain which product backlog items have been “Done” and which have not, track total work remaining toward a goal), Scrum Master (ensure that the event takes place, maintain the timebox), and stakeholders (e.g., provide feedback, help resolve impediments) during the sprint review.
  • Explain at least four of the review activities that take place during the sprint review that pertain to work beyond what has been completed in the sprint, for example: time line, budget, potential use in the marketplace, product backlog, release schedule.
  • Discuss at least three things that do not occur at a sprint review (e.g., formal sign-off, presentation of product backlog items that do not meet the Definition of Done, discussion of work hours, a mere demonstration of new functionality with feedback).
  • Identify at least three outcomes for a sprint review (e.g., revised product backlog, release the increment, cancel further development). Discuss at least three negative impacts that arise when the Scrum Team disregards one or more of the elements of the sprint review.

Sprint Retrospective

  • List the participants of the sprint retrospective and describe at least two responsibilities for the Development Team (e.g., review the results of the previous sprint, look for ways to improve their development practices), Product Owner (e.g., offer observations on the results of the previous sprint, participate in retrospective discussions), and Scrum Master (ensure that the event takes place, maintain the timebox) during the sprint retrospective.
  • Discuss at least three negative impacts that arise when the Scrum Team disregards one or more of the elements of the sprint retrospective.

Product Backlog

  • Describe at least two responsibilities of the Development Team (e.g., provide estimates), Product Owner (e.g., provide clarification), and Scrum Master (e.g., demonstrate useful item formulation methods) in the development and maintenance of the product backlog.
  • Identify at least three essential characteristics of the product backlog (e.g., dynamic, ordered, having varying levels of detail).
  • List at least four elements of a product backlog item (e.g., description, order, estimate, value).

Sprint Backlog

  • Identify at least three essential characteristics of the sprint backlog (e.g., just enough detail, highly visible, real-time snapshot of the Development Team’s work for the sprint).
  • Explain how the sprint backlog can be changed, how responsibilities for making changes are divided among the Scrum Team members, and the limits of these changes (e.g., the Development Team can add/remove/modify items at any time, the Product Owner can remove selected product backlog items and thus modify the sprint backlog indirectly, the Scrum Master can make suggestions about missing items to fulfill the Definition of Done).

Definition of Done

  • Identify at least two reasons why multiple teams working on the same product backlog must have a shared and consistent Definition of Done.
  • Discuss why the Definition of Done evolves over time and identify at least three places in Scrum where the Scrum Team might note weaknesses in their Definition of Done.
  • Explain the importance of a strong Definition of Done and describe at least two risks associated with a weaker Definition of Done.
  • Facilitate one way to create a Definition of Done.

2. Agile Facilitation

  • List at least three ways that the Scrum Master facilitates for the Scrum Team.
  • Demonstrate at least three techniques for facilitating group decision making (dot voting, fist of five, thumb voting).
  • Describe, using two concrete examples, when the Scrum Master should not act as the facilitator for the Scrum Team.
  • Describe three obstacles to clear communication and describe their impacts on both the sender and receiver (e.g., sarcasm, irony, aggressiveness, defensiveness, misdirection).
  • Describe at least four ground rules to foster clear communication in a collaborative meeting and describe how the introduction of the ground rules impacts the interaction.

3. Agile Coaching

  • Repeat the difference between facilitating, teaching, mentoring, and coaching.
  • List at least three different challenges facing a self-organizing team (e.g., bad forecast, technical debt, someone is leaving the team).
  • Practice one approach used in a retrospective that could help resolve a challenge faced by a self-organizing team.

4. Service to the Development Team

Scrum Master as Servant-Leader

  • Define Servant Leadership and discuss at least three ways in which it is different from authoritarian, top-down management.
  • Describe three scenarios where the Scrum Master acts as the Servant-Leader for the Scrum Team and/or organization.
  • Discuss a scenario in which the Scrum Master, acting as a Servant-Leader, improved one aspect of the Scrum Team

Value of Engineering Practices

  • Define technical debt and explain the impact of accumulating technical debt (e.g., by showing how technical debt impacts the capacity of the team over time, the increase of cost in addressing technical debt too late, using the “Debt Quadrant” by Martin Fowler).
  • list at least five practices (e.g., from Extreme Programming: test-driven development, pair programming, continuous integration, collective code ownership, refactoring) that will help Scrum Teams deliver a high-quality product increment and reduce technical debt each sprint.
  • List at least three ways technical practices may impact the Development Team’s ability to deliver a potentially releasable increment each sprint (e.g., continuous integration helps to detect integration errors earlier and speed up releasing, refactoring improves product quality and thus minimizes adjustments for new features, collective code ownership reduces island knowledge and bottlenecks due to unnecessary specialization).

5. Service to the Product Owner -Coaching the Product Owner

  • Identify at least three effective collaboration techniques that a Product Owner can use to work with the Scrum Team (e.g., engaging them in the shared purpose of their work, providing transparency of priorities, ensuring a shared understanding of product backlog items).
  • Discuss at least three negative impacts that arise when the Product Owner applies excessive time pressure to the Development Team (e.g., quality is reduced, morale decreases, Definition of Done is not met).

6. Service to the Organization

Impediment Removal

  • Discuss at least two ways that the Scrum Master assists the Scrum Team with responding to impediments (e.g., makes impediments visible, works with the Scrum Team to resolve impediments).
  • Identify and explain at least three common organizational impediments outside the scope of a team that can affect the effectiveness of Scrum Teams (e.g., geographical distribution, people in multiple project teams, incentives and HR policies, no constructive safe-to-fail culture).

Coaching the Organization

  • Describe one example of a major organizational design change implied by implementing Scrum (e.g., elimination of single-function groups, traditional career paths, or annual appraisals). Discuss why Scrum does not have a traditional project manager and what happens to traditional project management activities.
  • List at least three ways that traditional management changes in the Scrum workplace (e.g., management is not telling people what to do, people closest to the work make the majority of the decisions).
  • Describe at least two stakeholder behaviours that support the Scrum Team’s success and at least two behaviours that do not support the Scrum Team’s success.
  • Identify at least two organizational benefits of Scrum that are lost when the Scrum Team fails to adopt Scrum in its entirety. Discuss at least two negative impacts to the organization when the Scrum Team has a lapse in dedication and discipline in using Scrum

Learning Schedule

  1. Check our upcoming CSM Workshop in your City and Enrol.
  2. Start learning with Scrum Guide, E-learning content by Scrum Alliance and iZenbridge online program for Scrum Masters.
  3. Attend 2 days CSM Workshop with your Certified Scrum Trainer.
  4. Take online Scrum Master Certification exam. To get a passing score, you must correctly answer 37 of the 50 questions. You will get two attempts to clear your CSM exam.
  5. After you pass the CSM test, you will be asked to accept the License Agreement and complete your Scrum Alliance membership profile.
  6. Join online communities and forums to share ideas and discuss doubts. Stay in touch with Trainer/Coach via phone calls, emails, and Google Hangout.

Become a practicing Scrum Master and get your Scrum Career going.

We wish you all the best


Q. Why should I go for CSM®?

A. CSM® – Certified Scrum Master is a Scrum Alliance credential. If you want to start your journey of learning Agile principles and the Scrum Framework, Scrum Master Certification is the first step.

Q. Will I get any PDUs after your training program?

A. Yes, the students will get 16 Category “A” PDUs towards PMI’s PMP® / PMI-ACP® / PgMP® credential after training program.

Q. Do I need membership of Scrum Alliance to attend training for this certification?

A. No, this workshop provides you the membership of Scrum Alliance for 2 years.

Q. When can I take the test?

A. You will be able to take the test immediately after the workshop and the fee is covered in the course fee.

Q. Can I retake the test if I fail?

A. You will get two attempts within 90 days after you receive your welcome mail to pass the test at no cost. After two attempts or 90 days, you will be charged $25 for each additional attempt.

Q. What next after becoming a CSM®?

A. You can go for advanced certificates like CSP® or PMI-ACP®. We also provide support in getting you the same.


Practice of CSM questions can make your exam preparation complete, in our three step study plan we give good importance to practice step

Here are the 35 free questions which can strengthen your preparation and can help in identification of weak areas.

  • It’s a free test. No login details required
  • No time constraints for completing the test
  • Check your scores and explanations directly after test


Meet Our Trainers

CST , CEC, SPC4, Project Management Professional (PMP)® and Agile Certified Practitioner (PMI-ACP)® Certified
Sekhar is a technocrat, management consultant and an Enterprise Agile Transformation Coach has over 17+ years of using methodologies from Agile to Waterfall. He primarily focusses on building great teams that make great organisations, inculcating agile ways of working, lean thinking, promoting innovation and help leadership transitioning through change that enables business agility.

Upcoming Classroom Trainings

Certified Scrum Master Training in Virtual (11 – 12 April)

Online Live
9:00 am - 6:00 pm
INR 23000+Tax

Certified Scrum Master Training Virtual (18 – 19 April)

Online Live
9:00 am - 6:00 pm IST
INR 23000+Tax

Certified Scrum Master Training in Hyderabad (16 – 17 May)

Radisson Gachibowli, Hyderabad
9:00 am - 6:00 pm

Certified Scrum Master Training Delhi (23 – 24 May)

9:00 am - 6:00 pm

Certified Scrum Master Training in Chennai (30-31 May)

9:00 am - 6:00 pm

Certified Scrum Master Training Bangalore (6-7 June)

Novotel Bengaluru Outer Ring Road
9:00 am - 6:00 pm

Certified Scrum Master Training in Hyderabad (13 – 14 June)

Hotel Radisson, Gachibowli, Hyderabad
9:00 am - 6:00 pm

Certified Scrum Master Training Delhi (20 – 21 June)

9:00 am - 6:00 pm

Certified Scrum Master Training in Chennai (27 – 28 June)

Novotel Chennai OMR Chennai
9:00 am - 6:00 pm

Certified Scrum Master Training Jakarta (7 – 8 July)

Regus Serviced Office, Menara Palma
9:00 am - 6:00 pm
USD 1000 850, Available till 29th June

Request for Call Back

Courses & Resources

The PMI registered Education provider logo is a registered mark of the Project Management Institute, Inc.

The Project Management Professional (PMP), PMBOK, The Agile Certified Practitioner (PMI-ACP), and The Professional in Business Analysis (PMI-PBA) are registered mark of the Project Management Institute, Inc.

Reach Us

iZenbridge Consultancy Private Limited
Head Office: 526, Vipul Trade Center, Sector 48, Sohna Road, Gurgaon.
Bangalore Office: 4th Floor, 175&, 176, Bannerghatta Main Rd, Dollars Colony, Bengaluru, Karnataka 560076
Training: (+91) 9990451222 | sales@izenbridge.com

ICAgile Logo
WhatsApp WhatsApp Us