ScrumMaster Education Programme - The Story

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The Journey we went on as a team.

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ScrumMaster Education Programme - The Story

  1. 1. © 2013 ripplerockScrumMaster EducationThe Value Added LearningProgrammeHelen MeekHelen.Meek@Ripple-Rock.Com
  2. 2. © 2013 ripplerockOur Conundrum“What is there out there that really supports thegrowth of our ScrumMasters, and the coaches ofthe future? ”This was a problem that Mark Summers and myself encountered on a recentassignment where many of the ScrumMasters were early on in their journeyand needed support and guidance. When faced with this challenge we lookedaround at what others had done, but specifically in the German market where agroup of coaches and trainers had a created an offering of teaching andcoaching outside of the normal certified classes that modelled a professionalcoaching qualification. It was from here that we got our inspiration. We spoketo our client and agreed an 3 month trial of the program to see how this wouldhelp them. This was later increased to 6 months.2
  3. 3. © 2013 ripplerockScrumMaster Support and Development1 to 1 Coaching ScrumMastercommunityMentoring on thejobTrainingIn contextcoaching on issuesOut of contextcoachingDiscussion onAgile topics1 hour per week toshare experiences,techniques, andideasMentoring fromanotherScrumMasterwhen taking on anew teamScrum ExperienceTrainingScrumMasterEducationprogramme3We had already identified several key opportunities where knowledgeand experience could be passed to our colleagues for reflection andimplementation, but really needed to understand for ourselves whatreally made a great ScrumMaster/Coach for the future, and how we couldtrack the learning and improvements. The ScrumMaster CompetencyModel was then born!
  4. 4. © 2013 ripplerockScrumMaster Competency ModelThe framework was developed to help ScrumMasters and coaches understandwhere they are on their journey. It is a tool to help self reflection and to hepidentify potential next steps for personal growth..4AgileNew Shu Ha RiPrinciples(Agile Manifesto, AgilePrinciples and Lean Principles)The principles are notsomething we do, but theyguide our thinking and actionswhen approaching newsituations. They also help usapply processes and practicesin the way they were intended.New to helpingteams adopt AgileUnderstands the Agileprinciples and manifesto.Able to help a team adoptAgile principles.Recognises when decisions help orhinder the adoption of Agileprinciples.Able to help those outside of yourimmediate team adopt Agileprinciples.Understands how lean principles canbenefit Agile approaches.Able to apply Agile principlesnaturally in all situations.Able to help small to largeorganisations adopt Agileprinciples.Respected outside of theimmediate work environment assomebody who lives the Agileprinciples.Processes / Frameworks(E.g. XP, Scrum, Kanban,Crystal, DSDM, FDD, etc.)New to helpingteams adopt Agileprocesses.Understands at least oneprocess framework andcan apply it as intended.Can compare and contrast thedifferences between different Agileapproaches.Helps the team evolve the processthat is most suitable for them.Helps the organisation evolve theprocess that is most suitable forthem.Respected outside of theimmediate work environment assomebody who knows about atleast 1 Agile process/framework.Practices(E.g. Continuous Integration,TDD, Refactoring, User Stories,BDD, Visual Management,Pairing, Collaborative Design,Estimation, Story Mapping etc.)New to helpingteams adopt Agilepractices.Can help a team adopt atleast one practice thathelps them to deliversuccessfully in an Agileenvironment.Understands the benefits of a widerange of Agile practices and can helpthe team adopt them as appropriate.Can help teams apply existingpractices in a more Agile way, i.e.Collaborative Design over designupfront, testing right from the start.Can apply Agile practices beyondthe team.Respected outside of theimmediate work environment assomebody who knows about atleast 1 Agile practice.
  5. 5. © 2013 ripplerockScrumMaster Competency ModelIntentionally this framework lacks statements such as “As a ScrumMaster Imust do this …”, instead statements are more like high level goals for eachcompetency. There are a number of reasons for this:• The world is rarely so simplistic that even in similar situations you canapply the same practices and expect the same results.• Every organisation will be different, we cannot presume to tell youwhat you must do as a ScrumMaster (no-one can).Therefore this is a framework to be adapted for each organisations situation;however we have found that keeping it high level is better. Rather than itbeing a detailed set of things you must do it is preferable to use it as a basis forcollaborative sessions with a more experienced coach, your managers, yourteam or your peers.5
  6. 6. © 2013 ripplerockResults of the Self Assessment60123AgileKnowledgeAgileApplicationFacilitationTeachingLeadershipMentorshipCoachingEmotionalIntelligenceTechnicalDomainBusinessDomainASOS ScrumMastersRipple RockWe collected the data by getting the ScrumMasters to pair up and work togethergoing through the model. This was a great exercise to really use key skills such asactive listening and powerful questions. Below you will see an example of theinitial cut of data. Initially as a comparison we also asked the RippleRock Coachesto provide their data.
  7. 7. © 2013 ripplerockGetting StartedOnce we had all of the data it enabled us to understand where there wasknowledge gaps in the organisation. Using this data we officially launched theScrumMaster Education programme.7
  8. 8. © 2013 ripplerockOur FocusThe programme is to focus on two key areas:• Learning through teaching• Learning through working on a community project together. This enabledputting into practice what we learnt. But also an opportunity to drive realvalue back into the organisation.8
  9. 9. © 2013 ripplerockKey Principles of the programme9• Open to anyone• Everyone has the opportunity to get involved• The agenda is driven by the community• Different learning styles are utilised e.g. classroom, learningthrough doing (project), guest speakers etc.As a community we committed to come together for learning for 6hours every two weeks.
  10. 10. © 2013 ripplerockOur JourneyThe following slides are a pictorial representation of the activities we did as acommunity.10
  11. 11. © 2013 ripplerockIntroductionsWhy are you aScrumMaster/coach?As aScrumMaster/coach• What‟s the strangestthing you have dealtwith?• What‟s your biggeststrength?• What‟s your biggestweakness?
  12. 12. © 2013 ripplerockHow we can develop12
  13. 13. © 2013 ripplerockChoosing a Project13We learnt 35s& TribesTribes
  14. 14. © 2013 ripplerockCreating a Vision Box14
  15. 15. © 2013 ripplerockRetro: What we have learnt?• Where we are as ScrumMasters• How to do 35• Better facilitation• Importance of an ice breaker• Product Vision Box• A Vision helps us focus on what is important• How to do tribes – it can make you uncomfortable• Other peoples experiences sharedActions1. Ben to set up repository for ScrumMasters (Games/training)15
  16. 16. © 2013 ripplerockLearning: Being a Product OwnerBrain storming• What itmeans to be a ProductOwner?• Which of thekey meetings shouldthey attend?• What supportScrumMasters give them?16
  17. 17. © 2013 ripplerockGetting our Product Owner!17The team met with KateBoyle, Head of BusinessTransformation to discussProduct Ownership within theteams. We discussed issues onboth sides of the fence andagreed to work together to builda great delivery team.
  18. 18. © 2013 ripplerockLearning: Open Space18• "Predictability overEstimation Presentation“ -Dan Brown• “Cultural ChangeDiscussion” – Duncan Smith• “BDD Discussion” – AdrianPottierActions: Feed all discussionsinto the Project Backlog
  19. 19. © 2013 ripplerockLearning: Being a ScrumMaster• Draw & Articulate the role of aScrumMaster• Discuss whether we do allthese activities as a groupActions:1) Set up 121‟s withBA‟s/PO‟s/Team Members2) Research Agile Practices andshare with the group3) Share learnings fromprogramme with the teams“Ice Breaker Tic Tac Toe“ – Mike Spruce
  20. 20. © 2013 ripplerockRetro: Six Thinking Christmas Hats20Learnings:• User Journey Mapping• Individual Coaching practices• Kanban• Coaching stakeholders• New retrospective techniques• Improved Confidence• Giving bad newsCommitments to the new year• „I want to learn more about Agile‟• „Stay strong & continue of journey‟• „Lets sort out Continuous Delivery‟• „Be a good line Manager‟• „Help & Assist with Agile practices where I can‟• „Learn more about agile practices‟• „Make sure teams have clear objectives to meet future careeraspirations‟Actions• Set up a session with Rob and Ian in the new year to talk us through theASOS Competency matrix (Duncan arrange this)• Arrange for sessions with Rob and Ian with the engineers to ensure thatthey understand the above (Ben to explore this after the first meeting)• Set up 121s with team members and Bas (Everyone to do this if theyhaven‟t already)• Try out a new SM Ed agenda item where one person researches an areaof agile practice and then presents it back to the group (Mike to try this)• Try a new practice of setting yourself one specific new thing to try eachsprint (Duncan to have a crack at this, but everyone can too. No fines forexcessive agility.)
  21. 21. © 2013 ripplerockLearning: Facilitation21
  22. 22. © 2013 ripplerockLearning: Systems Thinking22
  23. 23. © 2013 ripplerockRetro: Lets get organisedThe team wanted a longer view on what is coming up on the educationprogramme. The following plan was created and we looked for volunteers toresearch and present their knowledge and learnings.23Date: 25-Feb-13 28-Feb-13 12-Mar-13 14-Mar-13 26-Mar-13 28-Mar-13 09-Apr-13 11-Apr-13PendingLead: Duncan E Carl Zia Zia Helen Helen02:30 Kick off with fullteam to breakdown top twostories (1pm-3pm)Guest speakersDave Snowdonand NaveedKhawajaReview & Nextactions frombacklogInfluence (Carl) Use time insession or atdesks to deliveragainst ourbacklogcommitmentsCoaching (Zia) Use time insession or atdesks to deliveragainst ourbacklogcommitmentsLeadership(Helen)Use time insession or atdesks to deliveragainst ourbacklogcommitments03:30 Open Space(Smithy)Open Space(Smithy)Open Space(Smithy)04:00 Predictability/Estimating/CFD (Dan)The Business(Smithy)User Stories(Ben Cooke)17:00 Close
  24. 24. © 2013 ripplerockRe-cutting the Backlog24
  25. 25. © 2013 ripplerockLearning: Guest Speakers• Dave Snowdenhttps://www.google.co.uk/search?q=Dave+SnowdenDave presented on Cynefin• Naveed Khawajahttp://www.linkedin.com/in/naveedanisNaveed presented on Agile Portfolios25
  26. 26. © 2013 ripplerockLearning: Leary’s InterpersonalBehaviours26
  27. 27. © 2013 ripplerockSo did we increase knowledge?270123Agile KnowledgeAgile ApplicationFacilitationTeachingLeadershipMentorshipCoachingEmotionalIntelligenceTechnical DomainBusiness DomainOctober 2012You can see from the data that ScrumMasters and Coaches working andlearning together has increased the scores In the majority of areas.0123Agile PrinciplesAgileProcess/frameworkAgile PracticesFacilitationTeachingLeadershipCoachingTechnicalDomainBusinessDomainApril 2013 ScrumMastersRippleRock
  28. 28. © 2013 ripplerockA Deeper DiveWhilst all ScrumMasters showed an improvement, specifically two members ofthe community demonstrated significant improvement in their journey.280123AgileCoreDomain23/10/201219/04/20130123AgileCoreDomain
  29. 29. © 2013 ripplerockConclusions• Despite heavy workloads the community still committed to the EducationProgramme and this was testament to the value it drove.• Towards the end of the programme we took the opportunity to use the group toreflect over the whole experience and refined the competency framework for theApril data collection. We found that some areas were so linked that we shouldmerge them and other areas needed to be broken into more refined areas.• On a personal note I found the experience extremely rewarding. Being able to reallymake a difference and help shape future coaches has been exciting and I even learnta few things along the way also.Final ThoughtsThrough running programmes such as these we have been able to have continualdevelopment of our ScrumMaster community, thus driving continual improvement intothe teams and the end result being improved customer service for both the organisationand the end customer.30
  30. 30. © 2013 ripplerockDid we complete our mission?31

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