Professional Scrum Master II (PSM)

For IT leaders: As Scrum adoption grows from one team to several, delivery can slip even when every team hits its sprint goals. Dependencies multiply, feedback loops break, and Scrum Masters fall back on running events instead of improving the system around them. This course targets that gap. It moves experienced Scrum Masters from facilitation to professional Scrum leadership.

Role fit: This course suits Scrum Masters, agile Team Leads, and delivery-focused IT Practitioners who already know the framework. Newer practitioners should start with Professional Scrum Master I (PSM). The course spans 11 skills, about 9.9 hours in total, with most skills under an hour. That makes it practical to assign one skill per week alongside sprint work.

Change-management value: The training follows a single case study, PulsePoint Medical, as it scales from one Scrum team to several connected teams. It covers coaching without creating dependence on the Scrum Master, facilitating tense conversations, influencing without authority, and treating a failed sprint as evidence rather than blame. It also emphasizes small, continuous improvements that help leaders build lasting commitment rather than short-term compliance.

Certification readiness: The final skill explains how Scrum.org frames PSM II questions. It closes with a Practice Exams set mirroring the real exam, so Training Managers can gauge team readiness before scheduling certification.

IT teams complete this training to move Scrum Masters beyond running events and toward leading delivery across connected teams. The course follows a single case study, PulsePoint Medical, as it grows from one Scrum team into several cross-functional teams building a remote patient monitoring system. Sprint goals are met, yet overall delivery slips because features now wait on other teams. Your Scrum Masters practice diagnosing the real cause instead of reacting to the most visible symptom.

• Fewer stalled releases from hidden dependencies: Team Leads learn to see dependencies across teams and organizational functions, including engineering, tools, infrastructure, finance, HR, and people ops. Problems get addressed in the system rather than one team at a time.
• Faster recovery after failed sprints: Scrum Masters treat a missed sprint as evidence about how the system actually behaves. This keeps teams from blaming each other or slipping back into command-and-control habits when an executive demands answers.
• Constructive handling of conflict and resistance: Scrum Masters practice observing before reacting, creating psychological safety, and pausing or redirecting tense conversations. Resistance becomes useful information about concerns and incentives, not a roadblock.
• Change that sticks: Scrum Masters build commitment instead of compliance. They influence without formal authority and use small, evidence-based experiments to create momentum.

The course closes with an integrated coaching simulation and a full-length practice assessment modeled on the PSM II exam. Your team leaves ready to apply advanced Scrum Master judgment on the job and in certification assessment scenarios.

Knowledge

• The difference between facilitating Scrum events and professional Scrum leadership, and why experienced Scrum Masters focus on systems over isolated events
• How to separate observable symptoms from underlying causes, and why patterns matter more than single events
• How coaching differs from instruction, facilitation, and mentoring, and how to decide where coaching belongs
• How organizational systems, culture, incentives, and complexity shape delivery as work expands beyond a single Scrum team
• Why resistance often surfaces hidden concerns, incentives, and past experiences, and why change takes hold through experience rather than announcements
• How Scrum.org structures PSM II scenario questions, and how to choose the strongest answer when several options seem reasonable

Ability

• Observe a team or organization before recommending solutions, then trace how leadership decisions shape team behavior and delivery outcomes
• Facilitate difficult conversations by staying curious, interpreting evidence, and navigating conflict without relying on authority
• Influence stakeholders without formal authority, moving them from temporary compliance to genuine commitment
• Lead a team through a failed sprint by studying the evidence it leaves behind instead of assigning blame
• Introduce change through small experiments and early wins that build momentum
• Apply observation, coaching, evidence, and systems thinking together across a full multi-team case study, then validate readiness with a full-length practice assessment