Slides from Scrum Master as a Facilitator. During this workshop we learn and practice some basic meeting facilitation skills, focus on tips and tricks for Scrum ceremonies, and simulate a Scrum cycle using our learning

4. Meetings
From
Hell

5. Purpose
Outcomes
Impact
Help participants improve their facilitation skills for
better meetings
At least one “aha” moment
Acquire tool/s to use in meetings
Appetite to learn more on facilitation
Excitement, Satisfaction

6. SOME WORKING AGREEMENTS
If you choose to be here
act like you want to be here

7. Some Working Agreements

8. Consensus, Not Democracy
Hell Yes! O.K
No Way!
New Idea

9. Working Agreements:
The team starts and ends the day together
Being on time is critical
The team stays 100% committed and 100% focused, no
interruptions
All wireless devices on silent mode
No room for finger pointing
No veto power from outside the team
It’s your responsibility to say when you object or disagree
What I say in the room stays in the room

10. Hand up and silence

11. TABLE OF CONTENTS
Introduction +
Facilitation vs. Coaching
Basic facilitation principles
Facilitation in scrum
ceremonies
Scrum simulation
Q&A + feedback

17. This is my Life :)

18. FACILITATION

19. FACILITATIONFACIL

20. Facilitation Definition
The act of helping other people
to deal with a process without
getting directly involved in the
process, discussion, etc.

21. Coaching Definition
A form of personal development:
The act of helping others to learn
their way in achieving a specific
personal or professional goal

22. Coaching vs. Facilitation
Why does it matter?

23. 4 Principles to start with:
EnthusiasmBoundaries
Time
BoxingBe prepared

24. Be Prepared

25. Purpose
Outcomes
Impact
Help participants improve their facilitation skills for
better meetings
At least one “aha” moment
Acquire tool/s to use in meetings
Appetite to learn more on facilitation
Excitement, Satisfaction

26. Set the Stage
Good Practice:
• Time box agenda
• Parking Lot board
• Working Agreement to start with
• Be on time

27. Questions Bank - before the meeting
Who should participate? (Get the whole system)
Where? Seating arrangements
What is the desired duration of the meeting?
Physical accessories: white board, projector, special (e.g.
planning poker cards)
What activities are suitable to “explore the whole elephant”?
Prerequisites (e.g. prioritized backlog)
Which meeting structure to use? (e.g. 5 steps)

28. During the Meeting - Feel the Room
Is everyone participating actively?
What can everyone agree on?
(handle disagreements later)
Let people have active roles during the meeting
Is there any silent disagreement? cynicism?
Who is dominant in the group?
Who is withdrawn?
Who looks bored?
Make room for all views

29. Control what you can; Let go everything else
What do we want?
People behave according to goals
What can’t we control?
People’s behavior
What can we control?
Setting, purpose, boundaries, preparation, …

30. EXERCISE What can you
control before
the meeting
starts?

32. Boundaries

33. Boundaries
Gives you sense of self
Enables to decide how you want to be treated by others
Enables to make decisions that serve and support you
Helps to prevent double bind situation
Creates mutual language
Why?
“Freedom within Boundaries”

34. Boundaries
DoD (Definition of Done)
DoA (Definition of Awesome)
Working Agreements
Sprint / Release / Other time boxes
Using phrases as indicators
Examples:

35. Time Boxing

36. Time Boxing
Allocate a certain amount of time to an activity in advance
Visual
Plan in advance
Focus
End time box: “hard” vs. “soft”

37. EXERCISE - NEXT #APIL MEETUP
Come up with the next meetups
In each group:
- Discussion lead
- Time keeper
- Presenter
- Note taker

38. EXERCISE - NEXT #APIL MEETUP
Let’s Review

39. Reflection

40. 5 steps Facilitation:
OPENING GATHER DATA
DECIDE WHAT TO DO CLOSING
GENERATE INSIGHTS

42. Enthusiasm

43. Enthusiasm
It’s contagious
If you are not enthusiastic - how can you expect it from
others?
You are the “salesperson” - do you believe in what you are
selling?
Reduce cynicism
Why?
“Lead by example”

44.
TILL YOU MAKE IT!
Option #1: Fake it

45. How it feels like
Option #2: Learn

46. Like us:
Visit:
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Tweet:
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Simulation
BYOM

47. EXERCISE - BRING YOUR OWN MEETING
Purpose, Outcomes, Impact, Preparation
In each group:
- Discussion lead
- Time keeper
- Presenter
- Note taker

48. EXERCISE - BRING YOUR OWN MEETING
Let’s Review

49. SCRUM PROCESS OVERVIEW
3 Roles:
Product owner
Scrum Master
Team
4 Ceremonies :
Sprint Planning
Daily
Sprint review
Retrospective
3 Artifacts:
Product Backlog
Sprint Backlog
Burndown Charts

50. How would you prepared for the
following ceremonies?
- Grooming (PBR)
- Planning
- Retrospective

51. Product Backlog
Refinement = Grooming

52. 1. Purpose
2. Outcomes
3. Impact
Groom the product backlog for the next 2-3 sprints
All refined PBI is viable, estimated, clear and can be
“Done” by the development team within one Sprint
Excited (or at least engaged), committed for the
goal, worth time spent, trustful

53. Planning

54. 1. Purpose
2. Outcomes
3. Impact
Part 1: Teams own their Sprint Backlog based on their
recent experience
Part I: List of top PBIs based on velocity; Part II: Visualize
breakdown of these PBIs and confirm feasibility of plan
Teammates energized, committed, accountable for
their plan

55. Daily Scrum

56. Please Download and open Kahoot:
Daily

57. 1. Purpose
2. Outcomes
3. Impact
Inspect and adjust work until end of sprint
Share bottlenecks, problems and dependencies;
Visual board/s and Burndown chart/s are updated
Sense of shared responsibility and accountability
for remaining work

58. Sprint Retrospective
‘The greatest enemy of great is good enough’

59. 1. Purpose
2. Outcomes
3. Impact
Tune and adjust in order to become more effective
One or two S.M.A.R.T experiments
Sense real teamwork; Re-energized, Optimistic

60. Sprint Review
Show & Tell
Bazaar Review

61. 1. Purpose
2. Outcomes
3. Impact
Get a real sense of what was achieved
Feedback on working software delivered during the
sprint
Ownership of results; Sense of pride when it’s good;
Sense of shame when it’s not

62. SCRUM PUZZLE

63. The simulation includes:
Grooming: 20 mins (I am the SM)
Planning: Part 1 - 2 mins, Part 2 - 30 mins
One working day: 30 mins
Daily: 4 mins
# We are not going to finish the puzzle today
SCRUM PUZZLE
Role Games
Tips & Tricks
Feedback

64. Grooming

65. Fishbowl
Role play - if you were him, explain what made you think
that?
Talking stick
(+ Perfection Game)
Match
estimation-technique/s
to the situation

66. Planning part 1:
- Sticky notes on a wall standing up
- Thought provoking questions
Planning part 2:
- Splitting to two groups + review
- Open the code

67. Planning Part I

68. Planning Part II

69. First Day iteration

70. Who starts? Remain silent!
Step 2: Randomly or recommended -
When appropriate: Based on priority of PBIs
A Game
Suggest the team to do daily before
lunch time
Avoid eye contact
Burndown chart

71. Daily

72. Daily Probing Questions
Progress:
1. Is any of our work invisible?
2. Is anyone assigned too many tasks?
3. Should we act on backlog items “owned” by absent team
members?
4. Are there backlog items that we can unblock?
5. Are there backlog items we expected to finish by now?
6. Are there any bottlenecks in the queues (WiP is exceeded)?

73. Daily Probing Questions
Looking forward:
1. Is there a demand for backlog refinement (grooming)?
2. Are upcoming backlog items blocked somehow?
3. Are we clear about what's next?
4. Are we doing everything we can to minimize waiting
time?

74. Daily - another option: Game
Challenge the team with a game:
One team member observe the daily stand up from aside
If she/he is able to identify a problem that others didn’t notice
she/he wins!
The winner can select one thing that all the team member will
must do and take a video of that (e.g. dance crazy)

75. Brainstorming rules:
• Suspend judgment
• Encourage wild ideas
• Quantity not quality
• Build on other ideas
• Use magic wand
Suggest the worst idea ever!!!!

78. The facts, just the facts
Brightness and optimism. explore the positives
Signifies feelings, hunches and intuition
creativity; the possibilities, alternatives, and new
ideas
Judgment - why something may not work. Spot the
difficulties and dangers;
The facilitator

79. Dot Voting
Good practice: 3 dots per person
If there are more than 10 issues:
Dots = #issues/3 (round up)

80. RETROSPECTIVE
If you cannot avoid offshore teams..
Real time board
Lino
Go reflect

81. Facilitation skills
• An active, unbiased, member of learning process
• Intervene in a way that adds creativity to a discussion
• Following an agreed agenda
• Time keeping
• Flexible
• Assertive
• Challenge assumptions
• Have fun

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83. FEEDBACK, PLEASE
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84. “THE VALUE OF
AN IDEA LIES IN
THE USING OF IT”
Thomas Edison