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A Day in the Life of a Scrum Master
Linda Podder – Scrum Master, Hyland Software
Agenda
• Introductions
• Experiences
• Breakout
• Debrief
Introductions - Linda
Introductions – Hyland Software
Example Checklist for Scrum Masters
• Example Checklist for Scrum Masters
– Author Michael James, trainer and coach of ScrumTrainingSeries.com
and Seattle Scrum Company
– http://ScrumMasterChecklist.org
• Outlines Four Areas:
1. How Is My Team Doing?
2. How Is My Product Owner Doing?
3. How Are Our Engineering Practices Doing?
4. How Is The Organization Doing?
If you’re content to limit your role to organizing meetings,
enforcing time boxes, and responding to impediments
people explicitly report, you can get by...But if you can
envision a team that has a great time accomplishing things
no one previously thought possibly, within a transformed
organization, consider being a great Scrum Master.
Michael James “An Example Checklist for Scrum Masters”
How is my Team doing?
How is my Team Doing?
How is my Team Doing?
How is my Team Doing?
We could think of a plethora of reasons why we had a
crazy idea….The key to overcoming our fears was to
challenge ourselves with powerful questions: What if
we weren’t afraid? What if this actually worked? What
is the worst that could happen?
Sandy Mamoli, David Mole “Creating Great Teams – How Self-Selection Lets People Excel”
How is my Team Doing?
• Look for issues or impediments outside of what the team is
reporting.
• Be brave and experiment with your teams.
How is my Product Owner doing?
How is My PO Doing?
How is My PO Doing?
I learned more about the product and connected
with more people in this activity, than any other
meeting regarding the product.
How is my PO Doing?
• Collaborate with your Product Owner to ensure they have
everything they need to provide the team with the highest
value work.
• Look for new ways to help your Product Owner engage with
their stakeholders.
How are our Engineering Practices doing?
How are Our Engineering Practices Doing?
How are Our Engineering Practices Doing?
An interesting side effect [of Mob Programming]
is that we are all learning to become better
student and teachers; Better at asking and
answering questions.
Woody Zuill “Mob Programming – A Whole Team Approach”
How are Our Engineering Practices Doing?
• Educate your team to understand the value of Agile
Engineering Practices as well as Agile Processes.
• Celebrate failure with your team and share lessons learned.
How is the Organization doing?
How is the Organization Doing?
How is the Organization Doing?
I sit next to you all day – every day – and I had no
idea what you and your team were up to!
How is the Organization Doing?
• Coach leaders to understand the value an Agile Organization
can provide.
• Be empowered to collaborate with leaders in your organization
to ensure the team has everything they need to succeed.
Breakout!!!
1.How Is My Team Doing?
2.How Is My Product Owner Doing?
3.How Are Our Engineering
Practices Doing?
4.How Is The Organization Doing?
http://ScrumMasterChecklist.org
Debrief
• Who is willing to share from each focus area?
1. How Is My Team Doing?
2. How Is My Product Owner Doing?
3. How Are Our Engineering Practices Doing?
4. How Is The Organization Doing?
Remember…
• Expand your responsibilities outside of
facilitating sprint ceremonies.
• Collaborate, Coach and Educate.
• Be Brave!
Thank You!!!
Linda Podder @lindakpodder
Addendum:
• Michael James
– Email: mj4scrum@gmail.com
– LinkedIn: linkedin.com/in/michaeljamesseattle
– Twitter: michaeldotjames
– Scrum Master Checklist: http://ScrumMasterChecklist.org
• TastyCupcakes - http://tastycupcakes.org/ founded by Michael McCullough and Don
McGreal
– Weighted Shortest Job First (WSJF): https://www.scaledagileframework.com/wsjf/
– 35: http://tastycupcakes.org/2012/10/thirty-five/
• “Creating Great Teams: How Self-Selection Lets People Excel” by Sandy Mamoli & David
Mole
– Sandy Mamoli Twitter: @smamol
– David Mole Twitter: @molio
• “Mob Programming: A Whole Team Approach” by Woody Zuill & Kevin Meadows
– Woody Zuill Twitter: @WoodyZuill

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Conflict resololution,role of hr in resolution
 

A Day in the Life of a Scrum Master

  • 1. A Day in the Life of a Scrum Master Linda Podder – Scrum Master, Hyland Software
  • 5. Example Checklist for Scrum Masters • Example Checklist for Scrum Masters – Author Michael James, trainer and coach of ScrumTrainingSeries.com and Seattle Scrum Company – http://ScrumMasterChecklist.org • Outlines Four Areas: 1. How Is My Team Doing? 2. How Is My Product Owner Doing? 3. How Are Our Engineering Practices Doing? 4. How Is The Organization Doing?
  • 6. If you’re content to limit your role to organizing meetings, enforcing time boxes, and responding to impediments people explicitly report, you can get by...But if you can envision a team that has a great time accomplishing things no one previously thought possibly, within a transformed organization, consider being a great Scrum Master. Michael James “An Example Checklist for Scrum Masters”
  • 7. How is my Team doing?
  • 8. How is my Team Doing?
  • 9. How is my Team Doing?
  • 10. How is my Team Doing?
  • 11. We could think of a plethora of reasons why we had a crazy idea….The key to overcoming our fears was to challenge ourselves with powerful questions: What if we weren’t afraid? What if this actually worked? What is the worst that could happen? Sandy Mamoli, David Mole “Creating Great Teams – How Self-Selection Lets People Excel”
  • 12. How is my Team Doing? • Look for issues or impediments outside of what the team is reporting. • Be brave and experiment with your teams.
  • 13. How is my Product Owner doing?
  • 14. How is My PO Doing?
  • 15. How is My PO Doing?
  • 16. I learned more about the product and connected with more people in this activity, than any other meeting regarding the product.
  • 17. How is my PO Doing? • Collaborate with your Product Owner to ensure they have everything they need to provide the team with the highest value work. • Look for new ways to help your Product Owner engage with their stakeholders.
  • 18. How are our Engineering Practices doing?
  • 19. How are Our Engineering Practices Doing?
  • 20. How are Our Engineering Practices Doing?
  • 21. An interesting side effect [of Mob Programming] is that we are all learning to become better student and teachers; Better at asking and answering questions. Woody Zuill “Mob Programming – A Whole Team Approach”
  • 22. How are Our Engineering Practices Doing? • Educate your team to understand the value of Agile Engineering Practices as well as Agile Processes. • Celebrate failure with your team and share lessons learned.
  • 23. How is the Organization doing?
  • 24. How is the Organization Doing?
  • 25. How is the Organization Doing?
  • 26. I sit next to you all day – every day – and I had no idea what you and your team were up to!
  • 27. How is the Organization Doing? • Coach leaders to understand the value an Agile Organization can provide. • Be empowered to collaborate with leaders in your organization to ensure the team has everything they need to succeed.
  • 28. Breakout!!! 1.How Is My Team Doing? 2.How Is My Product Owner Doing? 3.How Are Our Engineering Practices Doing? 4.How Is The Organization Doing? http://ScrumMasterChecklist.org
  • 29. Debrief • Who is willing to share from each focus area? 1. How Is My Team Doing? 2. How Is My Product Owner Doing? 3. How Are Our Engineering Practices Doing? 4. How Is The Organization Doing?
  • 30. Remember… • Expand your responsibilities outside of facilitating sprint ceremonies. • Collaborate, Coach and Educate. • Be Brave!
  • 31. Thank You!!! Linda Podder @lindakpodder
  • 32. Addendum: • Michael James – Email: mj4scrum@gmail.com – LinkedIn: linkedin.com/in/michaeljamesseattle – Twitter: michaeldotjames – Scrum Master Checklist: http://ScrumMasterChecklist.org • TastyCupcakes - http://tastycupcakes.org/ founded by Michael McCullough and Don McGreal – Weighted Shortest Job First (WSJF): https://www.scaledagileframework.com/wsjf/ – 35: http://tastycupcakes.org/2012/10/thirty-five/ • “Creating Great Teams: How Self-Selection Lets People Excel” by Sandy Mamoli & David Mole – Sandy Mamoli Twitter: @smamol – David Mole Twitter: @molio • “Mob Programming: A Whole Team Approach” by Woody Zuill & Kevin Meadows – Woody Zuill Twitter: @WoodyZuill

Editor's Notes

  1. Started as Tester on Scrum Team Became one of the first FT SM’s at my company Being a tester has really influenced how I operate as a Scrum Master: As a tester, we’re asked to think differently and when we find a bug we have to problem solve and dig deep to find the issue. I’ve found I bring those same thought processes to being a Scrum Master. When my team brings an issue to me I end up digging deep into that issue and finding innovative solutions.
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  4. It is important to make sure the teams are getting the best value out of their sprint events but we should be looking to do more to ensure a healthy culture on our teams. The team I was a part of was very large and faced the difficulties of working as a large Scrum team Talked with my mentor and he suggested Self Selection from Sandy Mamoli & David Mole We put together a small POC and were able to deliver a product to the customer on time with increased communication and throughput on the team Armed with this knowledge we were able to facilitate a self selection process and allow the team to self-organize into two smaller more successful teams Quote from Creating Great Teams: “We could think of a plethora of reasons why we had a crazy idea….The key to overcoming our fears was to challenge ourselves with powerful questions: What if we weren’t afraid? What if this actually worked? What is the worst that could happen?...”
  5. It is important to make sure the teams are getting the best value out of their sprint events but we should be looking to do more to ensure a healthy culture on our teams. The team I was a part of was very large and faced the difficulties of working as a large Scrum team Talked with my mentor and he suggested Self Selection from Sandy Mamoli & David Mole We put together a small POC and were able to deliver a product to the customer on time with increased communication and throughput on the team Armed with this knowledge we were able to facilitate a self selection process and allow the team to self-organize into two smaller more successful teams Quote from Creating Great Teams: “We could think of a plethora of reasons why we had a crazy idea….The key to overcoming our fears was to challenge ourselves with powerful questions: What if we weren’t afraid? What if this actually worked? What is the worst that could happen?...”
  6. It is important to make sure the teams are getting the best value out of their sprint events but we should be looking to do more to ensure a healthy culture on our teams. The team I was a part of was very large and faced the difficulties of working as a large Scrum team Talked with my mentor and he suggested Self Selection from Sandy Mamoli & David Mole We put together a small POC and were able to deliver a product to the customer on time with increased communication and throughput on the team Armed with this knowledge we were able to facilitate a self selection process and allow the team to self-organize into two smaller more successful teams Quote from Creating Great Teams: “We could think of a plethora of reasons why we had a crazy idea….The key to overcoming our fears was to challenge ourselves with powerful questions: What if we weren’t afraid? What if this actually worked? What is the worst that could happen?...”
  7. We can be great facilitators however we need to create collaborative and supportive relationships with our PO’s to ensure the team is working on the highest priority work. Doing large WSJF differently: Talked with PO and he needed to incorporate insight from departments all over the company (about 30 people) to establish priorities for upcoming features Instead of just using the Fibonacci sequence for a regular WSJF I combined a WSJF with the 35 Exercise 35 Exercise brought back from Product Owner training by Don McGreal Breaking up a large group into pairs to have one on one conversations about our product – it was like a prioritization dance party Take away from 35 Exercise: More than one of the participants came up to me afterwards and thanked me for introducing them to the product in a new light. They had been a part of a standard prioritization exercise before and had not learned that much about the product or had such great one on one conversations with so many people from so many different departments.
  8. We can be great facilitators however we need to create collaborative and supportive relationships with our PO’s to ensure the team is working on the highest priority work. Doing large WSJF differently: Talked with PO and he needed to incorporate insight from departments all over the company (about 30 people) to establish priorities for upcoming features Instead of just using the Fibonacci sequence for a regular WSJF I combined a WSJF with the 35 Exercise 35 Exercise brought back from Product Owner training by Don McGreal Breaking up a large group into pairs to have one on one conversations about our product – it was like a prioritization dance party Take away from 35 Exercise: More than one of the participants came up to me afterwards and thanked me for introducing them to the product in a new light. They had been a part of a standard prioritization exercise before and had not learned that much about the product or had such great one on one conversations with so many people from so many different departments.
  9. Our team’s culture is important and the health of their processes is something we should have a pulse on but we should always look for opportunities to introduce agile engineering practices into those processes. Worked with team that was new to agile/scrum Team was very used to assigned work and command/control environment Introduced team to pair programming/testing and they really liked it During planning team identified a very large story that need to be broken down into 8 individual stories that they were confident they could complete within their sprint time-box Suggested Mob Programming since pair programming/testing had been so successful Team tried mobbing and they were so proud to have completed 10 days worth of work in 2 days by collaborating as a team BUT… They didn’t add any of their testers in the mix so they ended up giving their testers 10 days worth of work all at once and since the devs had all touched the code they didn’t feel comfortable testing it It was a great lesson learned and the team became more collaborative in the process – the WHOLE team They were able to complete the work by testing together and having a peer review by a test analyst See quote
  10. Our team’s culture is important and the health of their processes is something we should have a pulse on but we should always look for opportunities to introduce agile engineering practices into those processes. Worked with team that was new to agile/scrum Team was very used to assigned work and command/control environment Introduced team to pair programming/testing and they really liked it During planning team identified a very large story that need to be broken down into 8 individual stories that they were confident they could complete within their sprint time-box Suggested Mob Programming since pair programming/testing had been so successful Team tried mobbing and they were so proud to have completed 10 days worth of work in 2 days by collaborating as a team BUT… They didn’t add any of their testers in the mix so they ended up giving their testers 10 days worth of work all at once and since the devs had all touched the code they didn’t feel comfortable testing it It was a great lesson learned and the team became more collaborative in the process – the WHOLE team They were able to complete the work by testing together and having a peer review by a test analyst See quote
  11. Our teams can never reach their full potential if our organizations stay stagnant. Created mobile leadership sync: SM for 4 mobile teams (Mobile Healthcare, General Mobile, Cloud Mobile, Patterns & Practices) No program 1 SM Different PO’s Noticed duplication of efforts and dependencies in each team’s standups Instead of getting all 4 teams together got leadership together: PO’s, Tech Leads and Managers to align See quote
  12. Our teams can never reach their full potential if our organizations stay stagnant. Created mobile leadership sync: SM for 4 mobile teams (Mobile Healthcare, General Mobile, Cloud Mobile, Patterns & Practices) No program 1 SM Different PO’s Noticed duplication of efforts and dependencies in each team’s standups Instead of getting all 4 teams together got leadership together: PO’s, Tech Leads and Managers to align See quote
  13. Breakout: Everyone break up into 4 groups under each station After 8 minutes we’ll break and you can choose what station you’d like to go to for the last 8 minutes of the exercise