Why is it so difficult to create estimates that have value for the business and developers? In this first module, you’ll discover:

• The statistical theory behind why we underestimate how long tasks will take.
• Why you can’t fight the Student-Syndrome that causes delays, but you can use systems to minimize its impact.
• That it’s criminal to produce inaccurate estimates and how trying to be more precise is often the underlying cause.
• How to build a flexible plan that can change as you go along, without changing the original estimate.

Which product backlog items should you bring into an interation? Ones that meet the priorities of the Product Owner, and are achievable by the team. These lessons show you:

• How to run an effective iteration planning meeting. Find out who should attend and the four steps you need to communicate and manage expectations.
• The differences between velocity-driven and commitment-driven planning and when to use each one.
• When velocity-driven planning can speed-up planning meetings but at a significant cost.
• How to calculate how much work should be brought into an iteration so that the team doesn’t bring in too much or too little, and can handle uncertainty.

This covers the key problem for estimating - how do we estimate real-world work without having all the details to hand? It comes down to being able to use story point or ideal days properly. In this module, you’ll learn:

• Why estimating size and deriving duration is the key philosophy behind accurate estimates.
• How to choose between using story points and ideal days for planning with your team.
• Why you need to make sure you’re answering the right question when talking to management about ideal time.
• How story point estimates can be used even if you don’t know all the information, and when you should defer estimating till you have the information you need.
• Whether you should use story points to estimate in terms of the time or complexity of a task.

This module walks you through the practicalities of estimating items on the product backlog so you know:

• Why gut instinct isn’t a bad thing, and how triangulation can help estimates improve over time.
• When to break down larger product backlog items and estimate smaller pieces, but avoid estimation inflation by breaking them down too much.
• How to choose the right sequence of estimating numbers for your team.
• How Planning Poker is a simple, fun game that strips out subjectivity, shines a light on hidden risks, and prevents personal bias from skewing the estimation.

To be valuable, estimates have to work on long-term projects. Stakeholders want to know what will be delivered and in how many iterations. This module provides statistical techniques for improving stakeholder conversations and protecting the team against unrealistic expectations. After this module you can:

• Use historic velocity to make accurate future estimates, using a statistical technique that prevents outlying data affect accuracy.
• Make forecasts even when there is no historical velocity because the team is new, or new to agile.
• Predict velocity when team size changes, and gather data to communicate the future of this change to management.
• Communicate what’s possible when stakeholders request estimates for fixed dates, scope and cost (and in a way that makes them listen).

You may need to create estimates when there are interactions and dependencies between multiple teams. To make this easier, this module shows you:

• How to get consensus between teams about the common value of a unit of estimation.
• Why you should create a common baseline, but avoid comparing team velocities.
• How to facilitate a successful iteration planning with multiple teams.
• Identify upcoming dependencies that may affect progress by considering 3 upcoming iterations at once.

If so many people struggle to estimate with story points - should we just abandon them? No. This module explains why it’s important to use story points, why time doesn’t work, and why we can get better at estimating.

This module helps you understand (and explain) exactly what story points are.

You’ll be introduced to estimating sequences such as Fibonacci and powers of two, and why those are good sequences. You’ll also see in detail how to get the team to understand exactly what type of estimate you’re going to create.

Once your team understands story points - you need to create your estimates. In this module, you’ll discover how to establish a baseline so that everyone knows what a 3 point, or an 8 point story looks like.

You’ll walk through estimating processes in detail, including Planning Poker® and affinity estimation. I’ll also explain when you should estimate, who should take part in estimating and when (if ever) you should re-estimate a story once work has started.

See how to avoid common mistakes that can make teams quit before they ever see success with story points. I’ll explain how to use triangulating to prevent anchoring and biased estimates.

You’ll learn coaching techniques to handle someone who refuses to budge on an estimate, and I’ll also share 5 ways to get better estimates, and 4 things to avoid when estimating.

How you talk to your team about story points can make all the difference. Whether your team is resistant to using them, or has been using them incorrectly, this module shows you how to have those conversations in a way that makes teams more receptive to using story points (in the right way).

You’ll also get a presentation that you can use to train your teams, making it easy to coach them from good to great. 

Understand problems of using non-additive scales, know how to tell if you’re estimating too much (or not enough) of the product backlog, how to avoid estimate inflation, and whether or not bugs should have story points assigned.

You need a different conversation to explain story points to stakeholders. Register now and get access to a bonus module that includes what stakeholders need to know about points.

This includes why they can’t use person days, and why you can’t measure productivity or compare teams with points. You’ll also see how to predict date and cost using velocity.

Now that you understand story points and can explain them to teams and stakeholders—what do you need to know about planning before you use them? In this extra module you’ll get 6 brand-new lessons that explain: 

• The components of a plan
• Estimating what you don’t know
• Estimating velocity as a range
• Estimating velocity without data
• An introduction to fixed-date plans
• An introduction to fixed-scope plans

In the final module you’ll see an overview of the key lessons you’ve learned, with advice on where to go from here. Whether you’re about to start a new project, or are midway through delivery, you can apply what you’ve learned straight away. 

This lesson explains the purpose and power of retrospectives within Scrum. You'll explore how retros support continuous improvement, the role of Kaizen, and why teams stagnate without reflection. Learn how effective retrospectives foster growth, strengthen collaboration, and turn problems into opportunities.

Discover how skilled facilitation turns retrospectives from passive sessions into productive conversations. This lesson introduces the Diamond Model of Participation, essential voting tools, and proven communication strategies that help guide teams from chaos to clarity.

This lesson presents a structured framework to design dynamic retrospectives using a five-stage model. You’ll learn how to vary exercises, keep formats fresh, and align activities to your team’s goals—without losing focus or momentum.

Explore why teams disengage and how to design retros that feel meaningful instead of monotonous. This lesson introduces creative formats to help you generate insight and action in new, unexpected ways.

Not every team thinks, communicates, or collaborates the same way. This lesson shows you how to adjust your approach based on personality, learning styles, neurodiversity, and team structure—ensuring inclusive participation and deeper trust.

This final lesson explores the link between psychological safety and high-performing teams. You’ll learn how to foster an environment where team members feel safe to speak up, offer feedback, and drive continuous improvement together.

This lesson addresses why some teams don’t speak up—and what you can do about it. You’ll learn strategies to support introverted team members, improve psychological safety, and structure conversations so everyone has a voice.

Move beyond surface-level feedback into meaningful insight. This lesson introduces techniques like the Five Whys and voting tools to help teams prioritize what matters and uncover root causes worth solving.

Remote retrospectives come with unique challenges—lack of engagement, uneven participation, and tool fatigue. This video shows you how to structure effective remote sessions that keep everyone included and involved, no matter where they’re working.

Even great conversations fall flat without follow-through. This lesson focuses on creating clear, actionable, and trackable outcomes from retrospectives—so your team sees real improvement, sprint after sprint.

Some teams just don’t buy in—yet. This lesson shows you how to reframe the purpose of retrospectives, switch up stale formats, and rebuild interest in a meeting that teams want to skip.

When managers or non-team members join retrospectives, psychological safety often disappears. Learn how to diplomatically protect the space, offer alternatives, and create an environment where honest feedback can thrive.

Mature teams sometimes believe they’ve outgrown retros. This lesson helps you challenge that mindset, highlight deeper improvement areas, and re-energize continuous improvement—even when the basics seem covered.

What if the problems raised in retros aren't within the team’s power to fix? This lesson teaches you how to surface blockers, escalate effectively, and find meaningful actions—without ignoring organizational realities.

When everything goes right, retrospectives can feel optional. This lesson shows you how to extract learning from success, build team connection, and keep the habit alive—even during smooth sprints.

Retrospectives aren’t just about fixing issues—they’re about building great teams. This final lesson explores trust, vulnerability, and team-building strategies that turn retros into your strongest culture-building tool.

A well-organized product backlog lets a team start strong at the beginning of each sprint. But it can become chaotic, costing the team valuable time. In this module, you’ll see how to:

• Keep the product backlog up-to-date so the team doesn’t waste time searching for key information
• Remove resistance from a product owner who is reluctant to allow technical work within a sprint 
• Increase the chance of delivering something potentially shippable  by choosing the right product backlog items 

Even if your team is reluctant to make estimates, this module will show you how to:

• Make developers feel safe about estimating (so they don’t try and sabotage results)
• Build the credibility of a team so that stakeholders listen when a team says something can't be done
• Communicate estimates so that stakeholders are happy and the team doesn’t feel pressured
• Use the ‘no partial credit rule’ to encourage the team to perform better

Many things can can derail even an experienced team during a sprint, but with the Scrum Repair guide, you can:  

• Know if a sprint that is too short (or too long) and how to fix it
• Understand the top 5 reasons teams under-deliver, and how to avoid this
• Make sure your team understands ‘potentially shippable’ so they don't think a sprint will fail when it can be saved
• Stop sprints becoming meaningless milestones with unfinished work left at the end 

Meetings are a common source of wasted time and team frustration. This module tackles this head on and shows you:

• Why the “2 hours per week of the sprint” advice isn’t always the right length for the sprint planning meeting.
• Why teams shouldn’t think of every task in the sprint planning meeting 
• How to use the sprint planning meeting to stop the worst habit of all: failing to deliver
• 3 ways to have a successful sprint review if you have functionality that you can’t demonstrate

There are ways to handle stakeholder requests diplomatically without sacrificing the morale of the team. In this module you'll dive into:

• How to use project success sliders to get a meaningful discussion about (true) stakeholder priorities.
• 3 great questions for stakeholders that give you flexibility on scope schedule and cost.
• A useulf illustration you can use to make stakeholders clear about what is flexible, and what is non-negotiable
• How to move from documentation to discussion, by proving which documents are truly necessary

Your team's ability to work together respectfully is a critical factor in its succes. This module shows you how to:

• Get team members to focus on group throughput rather than individual productivity
• Encourage team members to work outside their role (and understand when this won’t work)
• Have team members do smaller handoffs earlier, so that testing isn’t left until the last few days
• Support an overly busy product owner so that you can get their input when you need it

If Scrum isn't applied properly, it can negatively affect the team's culture. See how to prevent this and learn how to:

• Use 3 ways to work at a sustainable pace and eliminate burnout
• Understand exactly why separating sprints for testing and programming is a bad idea
• Quantify risk so that you can estimate it more accurately
• Choose 4 different ways to reward a team (and understand which incentive is the most damaging to motivation)