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Scrum Master II (etänä)

Koulutuksen kesto: 2 päivää
Alkaa: 19.09.2024
Päättyy: 20.09.2024
Viimeinen ilmoittautumispäivä: 03.09.2024
Hinta ulkopuoliselle: 1 365,00 € (+ alv 24%)
Hinta sopimuskumppanille: 1 225,00 € (+ alv 24%)
Maksimiosallistujamäärä: 16
Anssi Rusanen, Tieturi




Scrum Masters, agile coaches, team leaders, team coaches, team leads, technical managers, technical leads


When taking SM II course, you should have work experience as a Scrum Master and a strong understanding of the fundamentals of scrum. Having basic level Scrum Master certification (PSM I, CSM) is not mandatory, but it is strongly recommended.


This advanced-level, very hands-on and fast-paced course is designed to develop your Scrum master skills from good to great, to go beyond the basics of the Scrum master by providing you skills to:

  • Facilitate better dialogue between Product Owners, scrum team members, customers, stakeholders, and executives
  • Respond confidently when encountering resistance to change, lack of engagement, low motivation, and unavailability of key people
  • Increase engagement to encourage greater accountability, commitment, and buy-in
  • Serve better Product Owners to deliver value to customers and users
  • Scale Scrum and Agile beyond a single team


The course price includes an online test in English for the Professional Scrum Master™ II (PSM™ II) certification. You take the test from your own computer at a time of your choice.


Koulutuksen hinta riippuu sen osallistujamäärästä. HInta sisältää Professional Scrum Master -kokeen. Koulutuksen tiedoissa esitetty sopimuskumppanin hinta 1225 €+ alv on laskettu 6 osallistujalle.

Osallistujamäärän noustessa laskemme hintaa seuraavalla tavalla:
7 osallistujaa 1105€ + alv
8-9 osallistujaa: 1025 € + alv
10-11 osallistujaa: 925 € + alv
12- osallistujaa: 845 € +alv


  1. Towards Mastery
    • ShuHaRi
  2. Lean, Agile, & Scrum
    Agile and Lean Values, Principles, and Worldview
    • Agile Manifesto and Scrum
    • Historical outline of Scrum and Agile
    • Other Lean/Agile development frameworks
    • ScrumMaster rectifying violation of Agile principles
    • Personality traits of an excellent ScrumMaster
    Empirical Process Control
    • Inspect-and-adapt process in Scrum events
    • When does transparency, inspection, and adaption not work effectively?
  3. Scrum Master Core Competencies
    • Facilitative listening techniques
    • Multiple frames of reference
    • Divergent thinking and convergent thinking
    • Contents and agenda
    • Recused Scrum Master
    • Obstacles to clear communication
    • Working agreement
    • Coaching Stance
    • Coaching Techniques
    • Coaching Let’s do it
    • Explain Scrum to a Business Stakeholder
  4. Service to the Development Team
    Definition of Done
    • Definition of Done for a non-software product
    • Improving “Done.”
    • Creating Definition of Done
    • Coaching to foster greater self-organization
    • Self-organizing team and challenges during a retrospective
    • Countermeasures to challenges
  5. Team Dynamics
    • A working group vs. a team
    • Team formation and development
    • Attributes of effective teams
    • Improving team performance
    Value of Development Practices
  6. Services to the Product Owner
    Coaching the Product Owner
    • From Product Vision to Product Backlog
    • Facilitating the creation of the Product Vision
    • Creating Product Backlog items
    • Facilitating a Product Backlog refinement session
    • Product Owner in the retrospective
  7. Service to the Organization
    Resolving Impediments
    • Addressing typical impediments for a Scrum Team
    • Impediment evaluation in depth
    • Identify a root cause(s) of an impediment
    Scaling Scrum
    • Why scaling might not be such a great idea
    • Techniques for handling dependencies
    • Scaling frameworks
    Organizational Change
    • Change in an organization
  8. Scrum Mastery
    Personal Development
    • Personal fulfillment of the five Scrum Values
    • Your driving factors
    • Destructive conflict
    • Responding to a conflict
    Servant Leadership
    • Goals and attributes of a servant leader
    • Resolving an organizational impediment

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