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ScrumMaster Education Programme - The Story

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ScrumMaster Education Programme - The Story

  1. 1. © 2013 ripplerock ScrumMaster Education The Value Added Learning Programme Helen Meek Helen.Meek@Ripple-Rock.Com
  2. 2. © 2013 ripplerock Our Conundrum “What is there out there that really supports the growth of our ScrumMasters, and the coaches of the future? ” This was a problem that Mark Summers and myself encountered on a recent assignment where many of the ScrumMasters were early on in their journey and needed support and guidance. When faced with this challenge we looked around at what others had done, but specifically in the German market where a group of coaches and trainers had a created an offering of teaching and coaching outside of the normal certified classes that modelled a professional coaching qualification. It was from here that we got our inspiration. We spoke to our client and agreed an 3 month trial of the program to see how this would help them. This was later increased to 6 months. 2
  3. 3. © 2013 ripplerock ScrumMaster Support and Development 1 to 1 Coaching ScrumMaster community Mentoring on the job Training In context coaching on issues Out of context coaching Discussion on Agile topics 1 hour per week to share experiences, techniques, and ideas Mentoring from another ScrumMaster when taking on a new team Scrum Experience Training ScrumMaster Education programme 3 We had already identified several key opportunities where knowledge and experience could be passed to our colleagues for reflection and implementation, but really needed to understand for ourselves what really made a great ScrumMaster/Coach for the future, and how we could track the learning and improvements. The ScrumMaster Competency Model was then born!
  4. 4. © 2013 ripplerock ScrumMaster Competency Model The framework was developed to help ScrumMasters and coaches understand where they are on their journey. It is a tool to help self reflection and to hep identify potential next steps for personal growth. . 4 Agile New Shu Ha Ri Principles (Agile Manifesto, Agile Principles and Lean Principles) The principles are not something we do, but they guide our thinking and actions when approaching new situations. They also help us apply processes and practices in the way they were intended. New to helping teams adopt Agile Understands the Agile principles and manifesto. Able to help a team adopt Agile principles. Recognises when decisions help or hinder the adoption of Agile principles. Able to help those outside of your immediate team adopt Agile principles. Understands how lean principles can benefit Agile approaches. Able to apply Agile principles naturally in all situations. Able to help small to large organisations adopt Agile principles. Respected outside of the immediate work environment as somebody who lives the Agile principles. Processes / Frameworks (E.g. XP, Scrum, Kanban, Crystal, DSDM, FDD, etc.) New to helping teams adopt Agile processes. Understands at least one process framework and can apply it as intended. Can compare and contrast the differences between different Agile approaches. Helps the team evolve the process that is most suitable for them. Helps the organisation evolve the process that is most suitable for them. Respected outside of the immediate work environment as somebody who knows about at least 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 helping teams adopt Agile practices. Can help a team adopt at least one practice that helps them to deliver successfully in an Agile environment. Understands the benefits of a wide range of Agile practices and can help the team adopt them as appropriate. Can help teams apply existing practices in a more Agile way, i.e. Collaborative Design over design upfront, testing right from the start. Can apply Agile practices beyond the team. Respected outside of the immediate work environment as somebody who knows about at least 1 Agile practice.
  5. 5. © 2013 ripplerock ScrumMaster Competency Model Intentionally this framework lacks statements such as “As a ScrumMaster I must do this …”, instead statements are more like high level goals for each competency. There are a number of reasons for this: • The world is rarely so simplistic that even in similar situations you can apply the same practices and expect the same results. • Every organisation will be different, we cannot presume to tell you what 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 it being a detailed set of things you must do it is preferable to use it as a basis for collaborative sessions with a more experienced coach, your managers, your team or your peers. 5
  6. 6. © 2013 ripplerock Results of the Self Assessment 6 0 1 2 3 Agile Knowledge Agile Application Facilitation Teaching Leadership Mentorship Coaching Emotional Intelligence Technical Domain Business Domain ASOS ScrumMasters Ripple Rock We collected the data by getting the ScrumMasters to pair up and work together going through the model. This was a great exercise to really use key skills such as active listening and powerful questions. Below you will see an example of the initial cut of data. Initially as a comparison we also asked the RippleRock Coaches to provide their data.
  7. 7. © 2013 ripplerock Getting Started Once we had all of the data it enabled us to understand where there was knowledge gaps in the organisation. Using this data we officially launched the ScrumMaster Education programme. 7
  8. 8. © 2013 ripplerock Our Focus The programme is to focus on two key areas: • Learning through teaching • Learning through working on a community project together. This enabled putting into practice what we learnt. But also an opportunity to drive real value back into the organisation. 8
  9. 9. © 2013 ripplerock Key Principles of the programme 9 • 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, learning through doing (project), guest speakers etc. As a community we committed to come together for learning for 6 hours every two weeks.
  10. 10. © 2013 ripplerock Our Journey The following slides are a pictorial representation of the activities we did as a community. 10
  11. 11. © 2013 ripplerock Introductions Why are you a ScrumMaster/coach? As a ScrumMaster/coach • What‟s the strangest thing you have dealt with? • What‟s your biggest strength? • What‟s your biggest weakness?
  12. 12. © 2013 ripplerock How we can develop 12
  13. 13. © 2013 ripplerock Choosing a Project 13 We learnt 35s & Tribes Tribes
  14. 14. © 2013 ripplerock Creating a Vision Box 14
  15. 15. © 2013 ripplerock Retro: 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 shared Actions 1. Ben to set up repository for ScrumMasters (Games/training) 15
  16. 16. © 2013 ripplerock Learning: Being a Product Owner Brain storming • What it means to be a Product Owner? • Which of the key meetings should they attend? • What support ScrumMasters give them? 16
  17. 17. © 2013 ripplerock Getting our Product Owner! 17 The team met with Kate Boyle, Head of Business Transformation to discuss Product Ownership within the teams. We discussed issues on both sides of the fence and agreed to work together to build a great delivery team.
  18. 18. © 2013 ripplerock Learning: Open Space 18 • "Predictability over Estimation Presentation“ - Dan Brown • “Cultural Change Discussion” – Duncan Smith • “BDD Discussion” – Adrian Pottier Actions: Feed all discussions into the Project Backlog
  19. 19. © 2013 ripplerock Learning: Being a ScrumMaster • Draw & Articulate the role of a ScrumMaster • Discuss whether we do all these activities as a group Actions: 1) Set up 121‟s with BA‟s/PO‟s/Team Members 2) Research Agile Practices and share with the group 3) Share learning's from programme with the teams “Ice Breaker Tic Tac Toe“ – Mike Spruce
  20. 20. © 2013 ripplerock Retro: Six Thinking Christmas Hats 20 Learning's: • User Journey Mapping • Individual Coaching practices • Kanban • Coaching stakeholders • New retrospective techniques • Improved Confidence • Giving bad news Commitments 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 career aspirations‟ Actions • Set up a session with Rob and Ian in the new year to talk us through the ASOS Competency matrix (Duncan arrange this) • Arrange for sessions with Rob and Ian with the engineers to ensure that they understand the above (Ben to explore this after the first meeting) • Set up 121s with team members and Bas (Everyone to do this if they haven‟t already) • Try out a new SM Ed agenda item where one person researches an area of 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 each sprint (Duncan to have a crack at this, but everyone can too. No fines for excessive agility.)
  21. 21. © 2013 ripplerock Learning: Facilitation 21
  22. 22. © 2013 ripplerock Learning: Systems Thinking 22
  23. 23. © 2013 ripplerock Retro: Lets get organised The team wanted a longer view on what is coming up on the education programme. The following plan was created and we looked for volunteers to research and present their knowledge and learning's. 23 Date: 25-Feb-13 28-Feb-13 12-Mar-13 14-Mar-13 26-Mar-13 28-Mar-13 09-Apr-13 11-Apr-13Pending Lead: Duncan E Carl Zia Zia Helen Helen 02:30 Kick off with full team to break down top two stories (1pm- 3pm) Guest speakers Dave Snowdon and Naveed Khawaja Review & Next actions from backlog Influence (Carl) Use time in session or at desks to deliver against our backlog commitments Coaching (Zia) Use time in session or at desks to deliver against our backlog commitments Leadership (Helen) Use time in session or at desks to deliver against our backlog commitments03:30 Open Space (Smithy) Open Space (Smithy) Open Space (Smithy) 04:00 Predictability/Esti mating/CFD (Dan) The Business (Smithy) User Stories (Ben Cooke) 17:00 Close
  24. 24. © 2013 ripplerock Re-cutting the Backlog 24
  25. 25. © 2013 ripplerock Learning: Guest Speakers • Dave Snowden Dave presented on Cynefin • Naveed Khawaja Naveed presented on Agile Portfolios 25
  26. 26. © 2013 ripplerock Learning: Leary’s InterpersonalBehaviours 26
  27. 27. © 2013 ripplerock So did we increase knowledge? 27 0 1 2 3 Agile Knowledge Agile Application Facilitation Teaching Leadership Mentorship Coaching Emotional Intelligence Technical Domain Business Domain October 2012 You can see from the data that ScrumMasters and Coaches working and learning together has increased the scores In the majority of areas. 0 1 2 3 Agile Principles Agile Process/framew ork Agile Practices Facilitation TeachingLeadership Coaching Technical Domain Business Domain April 2013 ScrumMasters RippleRock
  28. 28. © 2013 ripplerock A Deeper Dive Whilst all ScrumMasters showed an improvement, specifically two members of the community demonstrated significant improvement in their journey. 28 0 1 2 3 Agile CoreDomain 23/10/2012 19/04/2013 0 1 2 3 Agile CoreDomain
  29. 29. © 2013 ripplerock Conclusions • Despite heavy workloads the community still committed to the Education Programme and this was testament to the value it drove. • Towards the end of the programme we took the opportunity to use the group to reflect over the whole experience and refined the competency framework for the April data collection. We found that some areas were so linked that we should merge 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 really make a difference and help shape future coaches has been exciting and I even learnt a few things along the way also. Final Thoughts Through running programmes such as these we have been able to have continual development of our ScrumMaster community, thus driving continual improvement into the teams and the end result being improved customer service for both the organisation and the end customer. 30
  30. 30. © 2013 ripplerock Did we complete our mission? 31