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Scrum Master 101

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Scrum Master 101

  1. 1. Scrum Master 101 AND VARIATIONS THEREOF…
  2. 2. Agile vs Waterfall
  3. 3. Waterfall  Project Manager is typically responsible for:  Timelines of the project from conception to production release  Project Budget  Managing dependencies  Project Charter  Risk Analysis  Requirements Documentation
  4. 4. Agile/Scrum  Agile Coach/Scrum Master is typically responsible for  Facilitating the Scrum Ceremonies  Clearing Impediments  Coaching the team in Agile Practices/Mindset  Team Dynamics
  5. 5. Agile/Scrum Ceremonies
  6. 6. Scrum Ceremonies  Grooming/Backlog Refinement  Story Pointing  Sprint Planning  Daily Stand-ups  Sprint Demonstration  Retrospective
  7. 7. Grooming/Backlog Refinement  The Product Owner presents stories to be worked on at some point in the future  The team asks questions and gives feedback to make sure they understand what is being asked for  The stories should be small and able to be developed and tested in a single sprint
  8. 8. Story Pointing (Poker Pointing)  The team looks at the stories and votes on a Point Value based on the relative complexity of the task being requested  The points are typically from a modified version of the Fibonacci sequence (1,2,3,5,8,13,20)  If the team disagrees on the “size” of the story there is a short discussion and then revote until consensus is reached  If the story is too big to be brought into a Sprint it is sent back to Grooming to be broken down further  Alternates (T-shirt sizing, Relative Mass Valuation, Magic Estimation)
  9. 9. Sprint Planning  The Product Owner has the backlog of stories in priority order  The team looks at the stories in the backlog and adds tasks with estimated hours to complete each task  The team agrees to commit to the stories they believe they will be able to complete during the upcoming Sprint based on the estimated task hours
  10. 10. Daily Standup  Typically time-boxed to 15 minutes  Each developer and QA member gives an update  Updates consist of three items of information  What I did yesterday  What I am planning to do today  Any impediments they have
  11. 11. Sprint Demonstration  The team demonstrates to the Stakeholders the work that was completed in the Sprint that has just ended
  12. 12. Sprint Retrospective  A summary of the work completed in the previous Sprint  Facilitate discussion primarily around the following three areas:  What went well  What could have gone better  What should the team continue/start/stop doing  Record any action items from the lessons learned in this Sprint
  13. 13. Team Dynamics
  14. 14. Coaching Team Dynamics  Personality conflicts  Facilitating difficult conversations  Noticing individuals who may be struggling  Coordinating with Functional Managers  Coordinating with Product Owners
  15. 15. Business Clients
  16. 16. Questions to ask Clients  Are you looking for a pure Scrum Master role or a hybrid role?  Some companies won’t realize there is a difference  Scrum Master/Project Manager  Scrum Master/Developer  Scrum Master/Agile Coach  How much coaching do you expect the Scrum Master to give the team?  How much coaching do you expect the Scrum Master to give the organization?  Do you expect this role to be external facing?
  17. 17. Questions to ask Clients continued…  How many teams will the Scrum Master be working with?  Scrum Master/Project Manager could work with 1-3 teams depending on size of project  Scrum Master/Developer would typically work with just one team  A good ratio for a pure Scrum Master or Scrum Master/Agile Coach is 3:1  What is the typical size of your Scrum Teams?  Ideally cross-functional teams are 6-8 individuals or smaller  Are the teams co-located or distributed?  There is another level of complexity working with distributed teams
  18. 18. Questions to ask Clients continued…  How long has your company been Agile?  Agile has been around since the early 1990’s  If a company is very new they probably need a more experienced Scrum Master with a Coaching mindset  Follow-up question: Why is your company using Agile?  If they don’t know, then it’s a sign that it may be trouble  If the development team is wanting to implement, but the business side isn’t on board it can be difficult  If the business realizes the value of delivering quality code and customer value quicker then it shows they are in it for the right reason
  19. 19. Candidates
  20. 20. Questions to ask Candidates  Are you looking for a pure Scrum Master role or a combination role?  Are they just jumping on the bandwagon?  Are they passionate about Scrum/Agile or riding the wave of popularity?  Ask them to explain the role to you  Do they describe coaching?  Do they mix terminology with typical Project Management terminology?  Do they show a knowledge of the Ceremonies  Ask them their greatest accomplishment  Do they refer to teams or coaching? (Agile Coach/Scrum Master)  Do they refer to delivering a project on time and on budget? (PM)
  21. 21. Questions to ask Candidates continued…  How many teams are they used to working with?  If working with too many teams then they probably don’t have much time to coach or really notice the personal interactions  If working with only one team they could be either a very new junior level Scrum Master or might actually be in a hybrid PM role and not realize it  How long have they been working as a Scrum Master?  Why did they get into it?  What is their end goal?  Have they worked with co-located team or distributed teams?
  22. 22. Scrum Master Qualities  Engaging People-person  Problem Solver  Diplomatic  Assertive/proactive  Quick thinking  Good meeting facilitation skills
  23. 23. QUESTIONS & DISCUSSION COPYRIGHT 2016 DAVID WALLACE WWW.LINKEDIN.COM/IN/DAVIDWALLACE3 DWALLACE1971@GMAIL.COM

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