Coaching self-management & cross-functionality, removing impediments, ensuring events are productive and time-boxed

Helping with Product Goal definition, Product Backlog techniques, and stakeholder collaboration

Leading/coaching Scrum adoption, planning implementations, removing barriers between stakeholders and teams

What is a passing score on the PSM I?

You need a minimum of 85% to pass — at least 68 of the 80 questions correct. Because the bar is high and the time is short, drill until you can answer Scrum Guide questions quickly and confidently before you sit the assessment.

Which Scrum Guide does the PSM I use?

The PSM I is based on the current 2020 edition of the Scrum Guide. That edition replaced 'roles' with 'accountabilities', introduced the Product Goal and the three artifact commitments, and made the Daily Scrum's old 'three questions' optional. Study the 2020 Guide, not older versions.

How much does the PSM I cost and can I retake it?

The PSM I is $200 USD per attempt. There are no free retakes — each new attempt requires another $200 purchase, and your password is valid for one attempt only. Treat the price as a dated figure and confirm current pricing on scrum.org before you buy.

Does the PSM I certification expire?

No. PSM I is a lifetime certification — there is no expiration date, no annual renewal fee, and no recertification requirement. Once you pass, you keep the credential and receive a free digital badge.

How hard is the PSM I and how should I study?

The PSM I is challenging mainly because of the 85% bar and the 60-minute clock — many questions are scenario-based and test judgment, not just recall. Read the whole Scrum Guide 2020 several times, take every checkpoint here, drill our free flashcards and practice test, and aim comfortably above 85% on practice before booking.

Is this PSM I study guide free?

Yes — the full guide, the checkpoints, the glossary, the practice test, and the flashcards are 100% free with no account required.

What is empiricism in Scrum?

Empiricism is the idea that knowledge comes from experience and that decisions are made based on what is observed. Scrum is founded on empiricism and lean thinking, using an iterative, incremental approach to control risk and optimize predictability when work is complex and uncertain. Because complex outcomes can't be fully predicted up front, Scrum teams learn by doing — building, inspecting real results, and adapting. Empiricism is implemented through the three pillars: transparency, inspection, and adaptation.

What are the three pillars of empiricism?

The three pillars are transparency, inspection, and adaptation. The process and work must be transparent (visible) so they can be meaningfully inspected; inspection detects undesirable variances; and adaptation adjusts the process or product as soon as possible when it deviates. Each pillar depends on the one before it. Inspection without transparency is misleading, and inspection without adaptation is pointless. All three Scrum events exist to create formal opportunities to inspect and adapt.

What are the five Scrum Values?

The five Scrum Values are commitment, focus, openness, respect, and courage. When the Scrum Team embodies them, they build trust and bring the empirical pillars of transparency, inspection, and adaptation to life. Successful use of Scrum depends on people becoming more proficient in living these values. Commitment to goals, focus on the Sprint, openness about challenges, respect for one another, and courage to do the right thing. The values aren't optional soft skills — they make empiricism actually work.

What is the Scrum Master accountable for?

The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide and for the Scrum Team's effectiveness. They are a true leader who serves the Scrum Team and the larger organization — coaching, facilitating, removing impediments, and helping everyone understand empirical, agile work. The Scrum Master serves the team (coaching self-management), the Product Owner (backlog techniques), and the organization (Scrum adoption). They lead by serving, not by commanding — they have no authority over team members.

What is servant leadership for a Scrum Master?

Servant leadership means the Scrum Master leads by serving — supporting and developing the team, removing impediments, and creating an environment where a self-managing team can thrive — rather than directing or controlling it. The Scrum Guide describes the Scrum Master as a true leader who serves. On the PSM, answers where the Scrum Master coaches, facilitates, or removes a blocker are usually right; answers where they command or assign tasks are usually wrong. The long-term goal is a team capable of removing its own impediments.

What is the Product Owner accountable for?

The Product Owner is accountable for maximizing the value of the product resulting from the Scrum Team's work, and for effective Product Backlog management — developing the Product Goal, creating and ordering Product Backlog items, and ensuring the backlog is transparent and understood. The Product Owner is one person, not a committee. The Product Owner may delegate the work but remains accountable; for them to succeed, the whole organization must respect their decisions. Only the Product Owner can cancel a Sprint.

What does it mean that a Scrum Team is self-managing and cross-functional?

Self-managing means the team internally decides who does what, when, and how — no one outside tells it how to turn Product Backlog items into value. Cross-functional means the team members collectively have all the skills needed to create value each Sprint, without depending on people outside the team. Together these properties let the team move fast and own the outcome of each Sprint. The 2020 Scrum Guide uses 'self-managing' (broader than the earlier 'self-organizing').

What is a Sprint in Scrum?

A Sprint is a fixed-length event of one month or less that acts as the heartbeat of Scrum, where ideas are turned into value. All the work and the other four events happen within a Sprint, and a new Sprint starts immediately after the previous one concludes, with no gaps. Shorter Sprints generate more learning cycles and limit cost and risk to a smaller time period. During a Sprint the Sprint Goal isn't changed and quality doesn't decrease, though scope may be renegotiated with the Product Owner.

What are the three topics of Sprint Planning?

Sprint Planning addresses three topics: Why is this Sprint valuable? (the team defines a Sprint Goal); What can be Done this Sprint? (the Developers select Product Backlog items); and How will the chosen work get done? (the Developers plan how to deliver a Done Increment). It is time-boxed to a maximum of 8 hours for a one-month Sprint. The output is the Sprint Backlog: the Sprint Goal, the selected items, and the plan to deliver them. The whole Scrum Team collaborates, but the Developers decide how the work gets done.

What is the Sprint Goal?

The Sprint Goal is the single objective for the Sprint and the commitment for the Sprint Backlog. It gives the Developers' work coherence and focus, encouraging them to work together rather than on separate initiatives. It is created during Sprint Planning and does not change during the Sprint. If the work turns out different than expected, scope is renegotiated with the Product Owner — but the Sprint Goal stays fixed. It is what makes a Sprint a focused effort rather than a list of unrelated tasks.

What is the Definition of Done?

The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. It is the commitment for the Increment. Work doesn't count toward an Increment until it meets the Definition of Done; anything that doesn't returns to the Product Backlog. If an organization has a product-wide Definition of Done, all teams must follow it as a minimum. A rigorous Definition of Done prevents technical debt and preserves transparency.

What is the Increment in Scrum?

An Increment is a concrete, usable stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified so they work together. An Increment is created the moment a Product Backlog item meets the Definition of Done; multiple Increments may be created within a Sprint. The Increment must be usable, but the Product Owner decides whether and when to release it. Delivering working product each Sprint is the most transparent measure of real progress.

What did the 2020 Scrum Guide change from earlier versions?

The 2020 Scrum Guide replaced 'roles' with 'accountabilities' and 'Development Team' with 'Developers' inside one self-managing Scrum Team with no sub-teams. It introduced the Product Goal and made each artifact carry a commitment, removed the mandatory Daily Scrum 'three questions', and became leaner and less IT-specific. The three artifact commitments — Product Goal, Sprint Goal, Definition of Done — were a major 2020 addition. PSM I is based on this current 2020 edition of the Scrum Guide.

A lightweight framework that helps people, teams, and organizations generate value through adaptive solutions for complex problems.

Reducing waste and focusing on the essentials; together with empiricism, the basis Scrum is built on.

The pillar requiring the process and work to be visible to those performing and receiving it, so inspection is meaningful.

The pillar of frequently and diligently checking Scrum artifacts and progress toward goals to detect problems.

The pillar of adjusting the process or product as soon as possible when it deviates outside acceptable limits.

Scrum Value: Commitment

Committing to achieving the team's goals and to supporting each other.

Concentrating on the work of the Sprint to make the best progress toward its goals.

Scrum Value: Openness

Being open about the work and the challenges the team faces.

Respecting each other as capable, independent people.

Having the courage to do the right thing and work on tough problems.

The fundamental unit of Scrum: one Scrum Master, one Product Owner, and Developers, with no sub-teams or hierarchies.

A clearly owned responsibility within the Scrum Team; the 2020 Scrum Guide uses 'accountabilities' instead of 'roles'.

Accountable for establishing Scrum and for the Scrum Team's effectiveness; a true leader who serves the team and organization.

The single person accountable for maximizing product value and for effective Product Backlog management.

The team internally decides who does the work, and when and how, without external direction.

The team collectively has all the skills needed to create value each Sprint without depending on others.

Leading by serving — developing the team and removing impediments rather than commanding it.

Anything that slows or blocks the Scrum Team from making progress, which the Scrum Master helps remove.

A fixed-length event of one month or less that contains all other events; the heartbeat of Scrum.

The event that starts the Sprint, where the team plans why it's valuable, what can be Done, and how. Max 8 hours.

The end-of-Sprint working session with stakeholders to inspect the Increment and adapt the Product Backlog. Max 4 hours.

FREE PSM I Study Guide 2026 + Quizzes & Readiness Score

Q: What does the PSM I cover?

Everything in the Scrum Guide 2020: Scrum theory and empiricism (transparency, inspection, adaptation), the five Scrum Values, the Scrum Team and its three accountabilities, the five events and their time-boxes, the three artifacts and their commitments, and the Definition of Done. It is a fundamental-level assessment.

This free PSM I study guide covers everything the Professional Scrum Master I assessment from Scrum.org tests, organized to the one source it is based on: the Scrum Guide, 2020 edition.^[1]

It’s interactive, not a wall of text: every module has built-in checkpoint quizzes, flashcards, and practice questions, so you learn by doing — not just reading.

The PSM I has a high bar — 80 questions in 60 minutes with an 85% pass mark — and almost every answer traces directly to the Scrum Guide.^[2] We teach it in five focused modules: Scrum theory and values, the Scrum Team and its three accountabilities, the five events, the three artifacts and their commitments, and how Done, value, and scaling work in practice.

Read a module, test yourself at each checkpoint, then drill gaps with our free practice test and flashcards. This is a high-yield overview mapped to the official Guide — not a replacement for reading the Scrum Guide itself.

PSM I Exam Snapshot

PSM I assessment at a glance
Detail	PSM I Assessment
Questions	80
Time	60 minutes
Passing score	85% (at least 68 of 80 correct)
Question types	Multiple choice, multiple answer, true/false
Format	Online, taken anywhere; password valid for one attempt
Based on	The Scrum Guide, 2020 edition
Level	Fundamental (PSM II = advanced, PSM III = distinguished)
Cost (US)	$200 per attempt; no free retakes
Validity	Lifetime — no expiration, no renewal fee
Language	English (Simplified Chinese via scrum.org.cn)

Study by structure. The Scrum Guide 2020 is short, so every section is fair game — but the heaviest topics are the events, the artifacts and their commitments, and the accountabilities. We weight the modules accordingly:

How this guide is organized vs. the Scrum Guide 2020
Module	Scrum Guide topic	Why it matters
0 · Theory & Values	Empiricism, the 3 pillars, the 5 values	The 'why' behind every correct answer
1 · Accountabilities	The Scrum Team: SM, PO, Developers	Most scenario questions turn on who does what
2 · Events	The Sprint + 4 events and time-boxes	Heavily tested; memorize the time-boxes
3 · Artifacts & Commitments	Backlogs, Increment + their commitments	The 2020 commitments are a favorite topic
4 · Done, Value & Scaling	Definition of Done, value, scaling	Where judgment questions live

Module 0 · Scrum Theory & Values

Before the mechanics, internalize whyScrum works the way it does — because the PSM I rewards understanding, not memorized trivia. Many questions are scenarios where several answers look plausible, and you pick the one consistent with Scrum’s underlying theory.

0.1 Empiricism & the three pillars

Scrum is founded on and . Empiricism asserts that knowledge comes from experience and that decisions are made based on what is observed. Because complex work can’t be fully predicted up front, Scrum uses short, iterative cycles so the team learns by doing rather than relying solely on an upfront plan.^[1]

Empiricism is put into practice through three pillars: , , and . They form a causal chain — the work must be transparent before inspection is meaningful, and inspection only matters if it leads to adaptation.

The three pillars of empiricism

1Transparency

The work and process are visible to those doing and receiving it.

2Inspection

Artifacts and progress toward goals are checked frequently to spot problems.

3Adaptation

When something drifts off course, the process or product is adjusted as soon as possible.

The causal chain: transparency makes inspection meaningful, and inspection makes adaptation possible.

0.2 The five Scrum Values

Successful use of Scrum depends on people living five values: , , , , and . They are not soft extras — when the Scrum Team embodies them, they build the trust that makes transparency, inspection, and adaptation actually work.^[1]

The five Scrum Values

Commitment

Commit to the goals and to supporting each other.

Focus

Concentrate on the work of the Sprint and its goals.

Openness

Be open about the work and the challenges.

Respect

Respect each other as capable, independent people.

Courage

Have the courage to do the right thing and tackle tough problems.

Living the values brings the empirical pillars to life and builds trust.

Module 1 · The Scrum Team & Accountabilities

Many PSM I questions are scenarios that turn on who is accountable for what. Get the three accountabilities and the team’s structure right, and a large share of the exam falls into place.

1.1 The Scrum Team

The is the fundamental unit of Scrum: one , one , and . It is one cohesive unit with no sub-teams and no hierarchies, focused on one Product Goal at a time, and is typically 10 or fewer people. The team is (it has all the skills it needs) and (it decides who does what, when, and how).^[1]

One Scrum Team · three accountabilities

The Scrum Team — one cohesive unit (typically 10 or fewer), no sub-teams or hierarchies

Product Owner

Maximizes product value; manages the Product Backlog. One person.

Scrum Master

Establishes Scrum and the team's effectiveness; a true leader who serves.

Developers

Create a usable Increment each Sprint; own the Sprint Backlog and quality.

Cross-functional (all skills needed) and self-managing (decides who, what, when, and how).

1.2 The Scrum Master

The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide and for the Scrum Team’s effectiveness. Crucially, the Scrum Master is a — they coach, facilitate, remove , and help the organization adopt empirical ways of working, but they have no authority over the team and do not assign tasks.^[1]

How the Scrum Master serves (three directions)
Serves the…	By doing what
Scrum Team	Coaching self-management & cross-functionality, removing impediments, ensuring events are productive and time-boxed
Product Owner	Helping with Product Goal definition, Product Backlog techniques, and stakeholder collaboration
Organization	Leading/coaching Scrum adoption, planning implementations, removing barriers between stakeholders and teams

1.3 The Product Owner

The Product Owner is accountable for maximizing the value of the productresulting from the team’s work, and for effective Product Backlog management — developing the , creating and ordering items, and keeping the backlog transparent and understood. The Product Owner is one person, not a committee, and may delegate the work but remains accountable.^[1]

1.4 The Developers

The Developers are the team members committed to creating a usable Increment each Sprint. They create the (the plan for the Sprint), instill quality by adhering to the , adapt their plan each day toward the , and hold each other accountable as professionals. They are accountable collectively, not individually.^[1]

Checkpoint · Accountabilities

Question 1 of 10

Who is accountable for establishing Scrum as defined in the Scrum Guide within the team and organization?

Module 2 · The Scrum Events

Scrum defines five events, and they are heavily tested — especially the time-boxes. The Sprint is a container event that holds the other four; each event is a formal chance to inspect and adapt.

The Sprint cycle — events in order (time-boxes for a one-month Sprint)

1
Sprint PlanningMax 8 hrs
The whole team plans the Sprint: why it's valuable, what can be Done, and how. Output = the Sprint Backlog (incl. the Sprint Goal).
2
The Sprint begins≤ 1 month
A fixed-length container in which the Developers build a usable Increment. A new Sprint starts the moment the last one ends.
3
Daily Scrum15 min/day
Each working day the Developers inspect progress toward the Sprint Goal and adapt the Sprint Backlog.
4
Sprint ReviewMax 4 hrs
A working session with stakeholders to inspect the Increment, gather feedback, and adapt the Product Backlog.
5
Sprint RetrospectiveMax 3 hrs
The team inspects how it worked and plans improvements to quality and effectiveness. This closes the Sprint.

The Sprint is the container that holds all the other events; the next Sprint begins immediately after.

2.1 The Sprint

The is a fixed-length event of one month or less — the heartbeat of Scrum, where ideas become value. All work happens within Sprints, and a new Sprint starts immediately after the previous one concludes, with no gaps.

During a Sprint, no changes are made that endanger the Sprint Goal, quality does not decrease, and scope may be clarified and renegotiated with the Product Owner as more is learned.^[1] Only the Product Owner can cancel a Sprint, and only when the Sprint Goal becomes obsolete.

2.2 Sprint Planning

starts the Sprint by laying out the work. The whole Scrum Team collaborates to answer three topics: Why is this Sprint valuable? (the team defines a Sprint Goal), What can be Done this Sprint? (the Developers select Product Backlog items), and How will the chosen work get done? (the Developers plan how to deliver a Done Increment).

Its output is the . It is time-boxed to a maximum of 8 hours for a one-month Sprint.^[1]

2.3 The Daily Scrum

The is a 15-minute event for the Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog. It is held at the same time and place every working day to reduce complexity. The 2020 Scrum Guide removed the mandatory “three questions” — Developers may use any structure as long as it focuses on progress toward the Sprint Goal.^[1]

2.4 Sprint Review & Retrospective

The (max 4 hours) is a working session with stakeholders at the end of the Sprint to inspect the Increment, gather feedback, and adapt the Product Backlog. It is not a one-way demo or a status meeting. The (max 3 hours) then closes the Sprint: the team inspects how it worked — people, interactions, process, tools, and the Definition of Done — and plans improvements to quality and effectiveness.^[1]

Scrum event time-boxes (for a one-month Sprint)
Event	Time-box	Purpose
The Sprint	One month or less	Container event; create a usable Increment
Sprint Planning	Max 8 hours	Plan why, what, and how — produce the Sprint Backlog
Daily Scrum	15 minutes	Developers inspect progress & adapt the plan, daily
Sprint Review	Max 4 hours	Inspect the Increment with stakeholders; adapt the backlog
Sprint Retrospective	Max 3 hours	Inspect how the team worked; plan improvements

Checkpoint · Events

Question 1 of 10

In Scrum, which event acts as the container that holds all other Scrum events?

Module 3 · Artifacts & Commitments

Scrum has three artifacts, and the 2020 Scrum Guide gave each one a commitment — a favorite PSM I topic. Learn the pairings cold.

The three artifacts and their commitments

Product Backlog

Commitment: Product Goal

An ordered, emergent list of what's needed to improve the product. The Product Goal is its long-term objective.

Sprint Backlog

Commitment: Sprint Goal

The Sprint Goal (why) + selected items (what) + the plan (how), owned by the Developers. The Sprint Goal is the single objective.

Increment

Commitment: Definition of Done

A usable, additive stepping stone toward the Product Goal. The Definition of Done is the quality bar it must meet.

Each commitment adds the transparency and focus that empiricism depends on.

3.1 Product Backlog & Product Goal

The is an emergent, ordered list of everything needed to improve the product — the single source of work for the Scrum Team. Its commitment is the , a long-term objective describing a future state of the product. The Product Owner orders the backlog; is the ongoing activity of breaking items down and adding detail so they become ready for selection.^[1]

3.2 Sprint Backlog & Sprint Goal

The is composed of the Sprint Goal (why), the selected Product Backlog items (what), and the plan to deliver them (how). It is a plan by and for the Developers, updated throughout the Sprint.

Its commitment is the , the single objective for the Sprint that gives the work coherence. The Sprint Goal is set during Sprint Planning and does not change during the Sprint, though scope may be renegotiated.^[1]

3.3 Increment & Definition of Done

An is a usable, additive stepping stone toward the Product Goal, thoroughly verified so all Increments work together. Its commitment is the . Work is only part of an Increment when it meets the Definition of Done; multiple Increments can be created in a Sprint, and an Increment must be usable — but the Product Owner decides whether and when to release it.^[1]

The three artifacts and their commitments (memorize the pairings)
Artifact	Commitment	What the commitment provides
Product Backlog	Product Goal	A long-term objective to plan against across Sprints
Sprint Backlog	Sprint Goal	A single, coherent objective for the Sprint
Increment	Definition of Done	The quality bar an Increment must meet to count

Checkpoint · Artifacts & Commitments

Question 1 of 10

What are the three artifacts defined by Scrum?

Module 4 · Done, Value & Scaling

The final module is where judgment questions live: how the Definition of Done protects quality, how Scrum thinks about value and forecasting, and what happens when more than one team works on a product.

4.1 The Definition of Done in depth

The is the quality gate for the Increment. If an organization has a product-wide standard, all Scrum Teams must follow it as a minimum (they may apply a stricter one).

Work that doesn’t meet the Definition of Done can’t be released or even shown at the Sprint Review — it returns to the Product Backlog. Critically, quality must not decrease during a Sprint: relaxing the Definition of Done to “finish” just hides and breaks transparency.^[1]

The Definition of Done is a gate, not a suggestion

✓ “Done” — part of the Increment

✓ Meets all the quality measures in the Definition of Done
✓ Is usable — potentially releasable, the PO decides when
✓ Counts toward the Increment and can be shown at the Review

✗ Not “Done” — not an Increment

✗ Partially complete or still needs rework
✗ Cannot be released or presented at the Sprint Review
✗ Returns to the Product Backlog for future Sprints

Quality must not decrease during a Sprint; lowering the bar hides debt and breaks transparency.

4.2 Applying & scaling Scrum

Scrum optimizes for value (outcomes) over raw output: the Product Owner maximizes value, and the selected Sprint scope is a forecast, not a firm promise — the commitment is to the Sprint Goal.^[1] and burndown charts are useful complementary practices, but they are not part of Scrum and should never be used as a target or to compare teams.

When multiple teams work on one product, they share one Product Owner, one Product Backlog, one Product Goal, and an integrated Definition of Done so all Increments combine into a usable whole; the Scrum Guide itself does not prescribe a specific scaling framework.^[3]

Checkpoint · Done, Value & Scaling

Question 1 of 10

Why does the Definition of Done create transparency?

How to Use This PSM I Study Guide

The PSM I rewards fluency with the Scrum Guide, and 85% in 60 minutes leaves no time to hesitate. The most efficient path to a pass:

Read the Scrum Guide 2020 itself — it’s short. Read it once before this guide and once after.
Build the theory first. Module 0 (empiricism + values) is the lens for most judgment questions.
Memorize the time-boxes and the commitments. They’re easy points you can’t afford to miss.
Check off as you go. Use the Study Guide Contents to mark each section done; it raises your exam-readiness score.
Take every checkpoint. The end-of-module quizzes show exactly which topics need another pass.
Drill, then prove it. Grind the flashcards, then aim comfortably above 85% on the practice test before booking.

PSM I Concept Questions

Common PSM I concepts candidates study across the Scrum Guide 2020 — each answered briefly and backed by an official Scrum.org or Scrum Guide source. Test yourself, then drill them as flashcards.

PSM I Glossary

The high-yield Scrum terms in one place — hover any dotted term in the guide, or flip the whole deck here as a self-grading flashcard set.

Accountability: A clearly owned responsibility within the Scrum Team; the 2020 Scrum Guide uses 'accountabilities' instead of 'roles'.
Adaptation: The pillar of adjusting the process or product as soon as possible when it deviates outside acceptable limits.
Cross-functional: The team collectively has all the skills needed to create value each Sprint without depending on others.
Daily Scrum: A 15-minute daily event for the Developers to inspect progress toward the Sprint Goal and adapt the plan.
Definition of Done: The commitment for the Increment; a formal description of the quality measures an Increment must meet to be complete.
Developers: The Scrum Team members committed to creating a usable Increment each Sprint.
Empiricism: The principle that knowledge comes from experience and that decisions are made based on what is observed; a foundation of Scrum.
Impediment: Anything that slows or blocks the Scrum Team from making progress, which the Scrum Master helps remove.
Increment: A usable, additive stepping stone toward the Product Goal that meets the Definition of Done.
Inspection: The pillar of frequently and diligently checking Scrum artifacts and progress toward goals to detect problems.
Lean thinking: Reducing waste and focusing on the essentials; together with empiricism, the basis Scrum is built on.
Product Backlog: An emergent, ordered list of what is needed to improve the product; the single source of work for the Scrum Team.
Product Backlog refinement: The ongoing activity of breaking down and detailing Product Backlog items so they become ready for selection.
Product Goal: The commitment for the Product Backlog; a long-term objective describing a future state of the product.
Product Owner: The single person accountable for maximizing product value and for effective Product Backlog management.
Scrum: A lightweight framework that helps people, teams, and organizations generate value through adaptive solutions for complex problems.
Scrum Master: Accountable for establishing Scrum and for the Scrum Team's effectiveness; a true leader who serves the team and organization.
Scrum Team: The fundamental unit of Scrum: one Scrum Master, one Product Owner, and Developers, with no sub-teams or hierarchies.
Scrum Value: Commitment: Committing to achieving the team's goals and to supporting each other.
Scrum Value: Courage: Having the courage to do the right thing and work on tough problems.
Scrum Value: Focus: Concentrating on the work of the Sprint to make the best progress toward its goals.
Scrum Value: Openness: Being open about the work and the challenges the team faces.
Scrum Value: Respect: Respecting each other as capable, independent people.
Self-managing: The team internally decides who does the work, and when and how, without external direction.
Servant leadership: Leading by serving — developing the team and removing impediments rather than commanding it.
Sprint Backlog: The Sprint Goal, the selected Product Backlog items, and the plan to deliver them; owned by the Developers.
Sprint Goal: The commitment for the Sprint Backlog; the single objective for the Sprint that gives the work coherence.
Sprint Planning: The event that starts the Sprint, where the team plans why it's valuable, what can be Done, and how. Max 8 hours.
Sprint Retrospective: The event that closes the Sprint, where the team plans ways to increase quality and effectiveness. Max 3 hours.
Sprint Review: The end-of-Sprint working session with stakeholders to inspect the Increment and adapt the Product Backlog. Max 4 hours.
Stakeholder: Anyone outside the Scrum Team with an interest in the product; provides feedback chiefly at the Sprint Review.
Technical debt: The implied future cost of taking shortcuts on quality; a rigorous Definition of Done helps prevent it.
The Sprint: A fixed-length event of one month or less that contains all other events; the heartbeat of Scrum.
Time-box: A maximum allowed duration for a Scrum event.
Transparency: The pillar requiring the process and work to be visible to those performing and receiving it, so inspection is meaningful.
Velocity: An optional, team-specific measure of work completed per Sprint, used only to forecast — not a Scrum artifact or a target.

PSM I Study Guide FAQ

The PSM I assessment has 80 questions and a 60-minute time limit. Questions are multiple choice, multiple answer, and true/false. It is taken online, from anywhere, with no scheduling — your password is valid for a single attempt, so plan to finish in one sitting.

References

1.Ken Schwaber & Jeff Sutherland. “The 2020 Scrum Guide.” scrumguides.org. ↑
2.Scrum.org. “Professional Scrum Master I (PSM I) Certification.” scrum.org. ↑
3.Scrum.org. “Professional Scrum Competencies: Understanding and Applying the Scrum Framework.” scrum.org. ↑
4.Scrum.org. “Professional Scrum Master Assessments (PSM I / II / III).” scrum.org. ↑
5.Scrum.org. “How to Pass the PSM I Assessment (Updated for Scrum Guide 2020).” scrum.org. ↑

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