This document discusses the role of the Scrum Master at Raiffeisen Bank International (RBI) and RBI's transition to an adaptive organization model. It describes RBI's organizational structure with value streams, feature teams, and delivery leads. It also discusses some of the challenges RBI faces in its transformation, including differing skills and technologies across countries, balancing two-week and six-month release cycles, developing an agile mindset, and ensuring teams are focused on wildly important goals and metrics. The presenter's key takeaways are that adaptation is constant, being an effective Scrum Master is a journey that requires staying ahead of the team, and detecting and developing one's strengths in that role.
2. Agenda
• Role of Scrum Master
• RBI Adaptive Organisation
• Newton Journey
• Problems & Lessons learned
• Conclusion
3. Intro - Philipp Fürdauer
▪ ~ 5 Years RBI – Scrum Master / Agile Coach
▪ M.Sc. Economics / Volkswirtschaftslehre
▪ Wasserfall - RBI Agile - Start of Transformation
4. The Scrum Master
• The Scrum Master is responsible for promoting and supporting Scrum as defined in
the Scrum Guide. Scrum Masters do this by helping everyone understand Scrum theory,
practices, rules, and values.
• The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps those
outside the Scrum Team understand which of their interactions with the Scrum Team
are helpful and which aren’t. The Scrum Master helps everyone change these
interactions to maximize the value created by the Scrum Team.
@Scrum Guide
5. The Scrum Master – Model
Key competencies - Being and Believing over Doing
DOING
Facilitator
Problem Solver
Teacher
Coach-Mentor
Conflict Navigator
Collaboration Conductor
Agile Unicorn
Scrum Values
Commitment Openness Respect Courage Focus
BELIEF
Believe
Enquire
Listen
Illuminate
Encourage
Facilitate
BEING
Resourceful
Enabling
Tactful
Respected
Alternative
Inspiring
Nurturing
Empathic
Disruptive
Way of working
Agile practices
SCRUM MASTER
Scrum Master
Organization
Customer Value
Company Profit
Competitive Edge
Collaborative Workforce
Product Owner
Strategy
Stakeholder
Impact Map
Team
Delivery
Customer
Product
6.
7. RBI Adaptive Organisation – Model
Group Digital Solutions Organization Structure (Illustrative Picture)
Solution
Architect
“Grey Table”
Meeting
Business
Owner
DigitalBanking
ImpactMap
Delivery
Manager
Frontend
Dev.
Chapter
Lead
UX
Design
API & Int.
Dev.
Domain Experts
(e.g. Security, Legal, Enterprise
Architecture, Software
Engineering & Testing)
What How
Systems
Eng.
DevOps
ValuestreamValuestreamValuestream
Testing
Backlog
Software
Design
Chapter
Business
Analysis
SecurityAnalytics
Service
Manager
Newton
BacklogBacklog
Galileo
Merlin
Group
Product
Owner
Delivery
Lead
daVinci
Backlog
Valuestream
Group
Product
Owner
Group
Product
Owner
Product
Owner
Delivery
Lead
Scrum
Master
Scrum
Master
Scrum
Master
* Represents all Feature Teams in the Value streams
Scrum
Master
Agile
Chapter
Feature Team*
Feature Team*
Feature Team*
Feature Team*
Service
Mgmt.
Delivery
Lead
Delivery
Lead
8.
9. Servant Leader or Problem Solver?
Mirror of the Organization – What is the Goal of a Scrum Master?
How to optimize a team
Remove Impediments
• Increasing team performance
• How to ensure discipline and structure
• How to push people into action
Problem Areas
▪ Skills & Technology
▪ Bimodal IT
▪ Agile Mindset
▪ Do we WIN?
14. Do we win?
• GO Live = Wildly Important Goal
• Lag measure = Go Live
• Lead measure = Delivered Features
• End 2 End Kanban
• PO/BA/Backlog JF
• OBEYA – Large Room
• Scoreboard + Burnup + JIRA + Actionable Agile
• Metrics + Forecasting of Lead Measures
Data Driven decisions instead of gut feeling
15. My key takeaways
▪ Adaption & Evolution is constant
▪ Agile is really hard
▪ Scrum Master role is the most important
▪ Be always just one step ahead of the team!
▪ Detect and develop your strength/skills as SM
▪ Becoming a Great Scrum Master is a Journey!
