*
* Scrum / Agile* Large Scale Transformation* Team* Management / Leadership* Agile Testing / Test Automation*…             ...
*
Developer     Etc.                     Designer*     Team                                Tester    Leader      Project    ...
*
No Authority, but Important Responsibility     No Need to Be Expert, but Still HelpNot Necessary to Work, but Move Team Fo...
*
►   Defines the features of the product                ►   Manages project features and release to optimize return on inve...
* Removing the barriers between development and       the customer so the customer directly drives       development;     ...
An example checklist for Scrum Masters                                           by Michael James, CST               How I...
* Is not a project manager   * Team manages itself* Traditional manager   * Part of traditional manager’s responsibility w...
* Doesn’t have authority over the team  * Team makes decisions* Team decision not right?  * Have to let them learn themsel...
*
*
LIVE AWONDERFUL LIFE
Give Up As Early As Possible            Or   Live A Wonderful Life             *
Believing in Myself?      Curious of “Why”?Willing to Make Things Happen?  Expecting to be Honored?                       ...
I Choose to Keep On               *
Make Fun of Work        *
* Responsible for a team is just like  raising your baby. You have to do a  lot of things     Teach them basic skills to s...
*
*
*
*
*
*
* Rome Was Not Built In One Day.* Constant Dripping Wears Away a Stone.* Many a Little Makes a Mickle.* ….*
Xu Yi                   Twitter : kaverjody              mailto:kaverjody@gmail.com            http://damianji.spaces.live...
关于我  曾任职诺基亚西门子网络公司全球精益及敏捷转型部门担任精益及敏捷顾问。  专长于大型组织(>500人)的敏捷迁徙转变。精通各种风格、类型的黑盒测试,包括验收性测试驱动开发、探索性测试、测试自动化等等。在辅助一个400人的大型组织搭建、规...
联系方式惠普邮箱:mailto:YI.XU@HP.com mailto:KAVERJODY@GMAIL.com mailto:KAVERJODY@MSN.com              Skype : KAVERJODY           ...
Why Scrum Master Ing
Why Scrum Master Ing
Why Scrum Master Ing
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Why Scrum Master Ing

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Why Scrum Master Ing

  1. 1. *
  2. 2. * Scrum / Agile* Large Scale Transformation* Team* Management / Leadership* Agile Testing / Test Automation*… *
  3. 3. *
  4. 4. Developer Etc. Designer* Team Tester Leader Project Quality Manager People
  5. 5. *
  6. 6. No Authority, but Important Responsibility No Need to Be Expert, but Still HelpNot Necessary to Work, but Move Team Forward Just Facilitate Meetings, but Add Value *
  7. 7. *
  8. 8. ► Defines the features of the product ► Manages project features and release to optimize return on investment (ROI) ► Prioritizes features according to market value ► Inspects increment and makes adaptations to projectProduct Owner ► Can change features and priority every sprint ► Communicates project progress and status ► Ensures that the team is fully functional, productive and improves quality ► Enables close cooperation across all roles and functions and removes barriers ► Shields the team from external interferences ► Ensures that the process is followedScrum Master ► Teaches Product Owner and Team how to fulfill their roles ► Cross-functional, seven plus/minus two members ► Selects the iteration goal and specifies work results ► Commits to what it feels it can accomplish ► Has authority to do everything within existing standards and guidelines to reach the iteration goal Team ► Manages itself and its work ► Collaborates with Product Owner to optimize value ► Demos work results to the Product Owner *
  9. 9. * Removing the barriers between development and the customer so the customer directly drives development; * Teaching the customer how to maximize ROI and meet their objectives through Scrum; * Improving the lives of the development team by facilitating creativity and empowerment; * Improving the productivity of the development team in any way possible; and, * Improving the engineering practices and tools so each increment of functionality is potentially shippable. *As Scrum Master, You Are ResponsibleLeader and Facilitator For
  10. 10. An example checklist for Scrum Masters by Michael James, CST How Is my Product Owner doing? How Is my team doing? How are our engineering practices doing? How is the organization doing?【Caution】 A dead scrum masteris a useless scrum master *
  11. 11. * Is not a project manager * Team manages itself* Traditional manager * Part of traditional manager’s responsibility was to “supervise subordinates” * You just have to control subordinates. Supervisors can do this: * Telling people what to do and then make sure they do it properly * Maintaining the right to authorize decisions of subordinates * Limit the information or resources available to them * Supervisors create organizations where employees are driven by management, not by customers, and where conformity becomes more important than creativity.* The change from traditional manager to Scrum Master is very hard! * NOT
  12. 12. * Doesn’t have authority over the team * Team makes decisions* Team decision not right? * Have to let them learn themselves. * Are you sure you are right? * NOT
  13. 13. *
  14. 14. *
  15. 15. LIVE AWONDERFUL LIFE
  16. 16. Give Up As Early As Possible Or Live A Wonderful Life *
  17. 17. Believing in Myself? Curious of “Why”?Willing to Make Things Happen? Expecting to be Honored? *
  18. 18. I Choose to Keep On *
  19. 19. Make Fun of Work *
  20. 20. * Responsible for a team is just like raising your baby. You have to do a lot of things Teach them basic skills to start Secure them from destroyable damage Guide them to find their passion Help them to maximize their value Create a healthy & self-rolling environment*
  21. 21. *
  22. 22. *
  23. 23. *
  24. 24. *
  25. 25. *
  26. 26. *
  27. 27. * Rome Was Not Built In One Day.* Constant Dripping Wears Away a Stone.* Many a Little Makes a Mickle.* ….*
  28. 28. Xu Yi Twitter : kaverjody mailto:kaverjody@gmail.com http://damianji.spaces.live.com/ http://www.linkedin.com/in/kaveri“Consultant, Agile Development” @ Nokia Siemens Networks Scrum / Agile Coaching, Agile Testing & Test Automation 现任职于上海惠普,担任敏捷顾问。 *Thanks!
  29. 29. 关于我 曾任职诺基亚西门子网络公司全球精益及敏捷转型部门担任精益及敏捷顾问。 专长于大型组织(>500人)的敏捷迁徙转变。精通各种风格、类型的黑盒测试,包括验收性测试驱动开发、探索性测试、测试自动化等等。在辅助一个400人的大型组织搭建、规范化测试自动化系统及实践之后,选择传授敏捷/Scrum以及精益的要义,辅导其他组织进行转变。兴趣广泛,包括但不限于各种类型测试、敏捷/Scrum及精益。 国内敏捷会议的常客,近期的有敏捷中国2010,Scrum GatheringShanghai 2010,以及2009、2010年的敏捷全球之旅中国站活动。 更多信息请看LinkedIn主页:http://cn.linkedin.com/in/kaveri2 © Copyright 2010 Hewlett-Packard Development Company, L.P.
  30. 30. 联系方式惠普邮箱:mailto:YI.XU@HP.com mailto:KAVERJODY@GMAIL.com mailto:KAVERJODY@MSN.com Skype : KAVERJODY 新浪微博: 徐毅-Kaveri 腾讯QQ : 17376122http://blog.sina.com.cn/kaverjody http://kaverjody.wordpress.com http://cn.linkedin.com/in/kaveri 20 © Copyright 2010 Hewlett-Packard Development Company, L.P.

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