This document provides an overview of a workshop for advanced scrum masters. It discusses the responsibilities of a scrum master and challenges they may face. Some key points include: - A scrum master facilitates scrum processes and ceremonies, helps remove impediments, and pushes the team forward. - Common problems scrum masters face include having too many responsibilities across the product, team, and communication. - Giving effective feedback involves setting the stage, specifically describing behavior and impact, and making a request for improvement.

1. Advanced
Scrum master
Workshop
Ilan Kirschenbaum
Agile coach
co-founder @ practical-agile
twitter: @kirschi_
email: ilan@practical-agile.com
blog: http://www.practical-agile.com/our-blog

2. Connection before content

4. Physical examination

5. A-HA wall
Feedback

8. Scrum master
video
https://www.youtube.com/watch?v=oheekef7oJk

9. What is a scrum
master?

10. Scrum master
[dictionary definition]
• Scrum - A framework for managing the
development lifecycle of software products.
• Master - A skilled practitioner of a particular art
or activity.
• A Scrum master the leader of the Scrum process
& team.

11. Scrum master Responsibilities
1. Help the team with Scrum
2. Facilitate effective ceremonies
3. Help remove impediments
4. Push the team forward
5. Do all this within X amount of time

12. THE biggest problem

15. BORN
Leaders are not
Leaders are
Grown

16. What are you responsible for ?
10 9 8 7 6 5 4 3 2 1
Personal
–Spouse
–Children
–Family
–Friends
–House chores
Product Project
–Code
–Requirements
–Tests
–Plans
–Support
–Bugs
–Reports
Team People
–Training
–Teaching
–Mentoring
–Administrative
Communication
–Phone calls
–Meetings
–E-mail
–Proposals
–Blog
–Slides
–Manual

20. Begging
Reward
Punishment
Doityourself

21. Leadership
?Performing actions that will inspire change that is aligned with a specific goal. maybe?

22. Does Leadership
require authority ?

23. Lessons in
leadership from
a dancing guy
video
https://www.youtube.com/watch?v=hO8MwBZl-Vc

24. George Edward Pelham Box
Essentially,
allmodels
are wrong,
but someare
useful.

25. Share with your team a
problem you are currently
facing
(Describe the problem, what did you do)
10 9 8 7 6 5 4 3 2 1

27. Blame
Shame
Justify
Obligation
Responsibility
Christopher
Avery

28. Analyze your problems
using the responsibility
process.
10 9 8 7 6 5 4 3 2 1
• In what stage are you?
• What would be the
responsible thing to do?
Blame
Shame
Justify
Obligation
Responsibility

30. For each stage:
• Find ways to keep the team in the stage
• Find ways to advance the team to the next stage.
• Find ways to move the team to the previous stage
7 6 5 4 3 2 1

31. FEEDBACK - THE SECRET SOUCE…

32. Feedback
by
Gordon Ramsay
Video
https://www.youtube.com/watch?v=lYylXXGY6tA

33. Give feedback to your
partner.
4 3 2 15

34. Switch roles
4 3 2 15
Give feedback to your
partner.

35. Effective feedback
Pre-Conditions:
You Have accurate data
You care about the person
Your goal is improvement (Double check)
Guidelines:
Give feedback frequently
Be prepared.
Speak for yourself
Use I language.
straight to the point.

36. Giving effective feedback
Set the Stage
make sure the person is in a state to receive feedback
Describe the behavior or result
Be specific, accurate, speak from experience, validate
facts
State the impact
The impact should be a real one, the painful the better
Make a request
Specific, accurate, leave room for other suggestion

37. Repeat the exercise using
the model
prepare your feedback.
Give it & Reflect with your partner
Switch
6 5 2 1347
Set the stage - Describe the behaviour
state the impact - make a request

38. Be at the right state
If the time is not right, express it, offer alternative
Actively listen, do not judge
Conquer you ego, Listen, Ask for clarifications
UnderstandEmpathize with the impact
Show real Empathy, understand the impact, see the other
side
Suggest a solution Ask for help
Be honest, even if you don’t think this is a problem.
Receiving effective feedback

39. Cognitive Model of Emotion
and Response
Event
Interpretation
Emotion
Reaction

40. Event
Interpretation
Emotion
Reaction
Event
Interpretation
Emotion
Reaction
Self
Other

41. NAVIGATING
CONFLICT

42. Conflict video
https://www.youtube.com/watch?v=mQQ3BdjCc4I

44. patrick
Lencioni

45. Dealing with conflictThomas-KilmannConflictModeInstrument

46. 3 2 1
From 1 to 5 (1 - often , 5 - seldom):
How do i deal with conflict ?
Competition - Avoidance - Surrender -
Compromising - Collaborating
Reflect with yourself about the score

47. 3 2 1
For each conflict type describe at least
one situation that it should be used.
Competition - Avoidance - Surrender -
Compromising - Collaborating
5 4

48. Conflict types

49. Conflict types
symptoms.
Think of ways to identify
conflict types
4 3 2 1
Lack of clarify - Emotional attachment
Different values - interpersonal conflict.

50. Suggest how to
approach the
different conflict types
4 3 2 1
Lack of clarify - Emotional attachment
Different values - interpersonal conflict.
6 5

51. Navigating
conflict using
The Perfection game

52. Growing
leaders

53. You don't see the
world very clearly
You feel that one
listens to you.
Fragile, you break
easily.
People now notice
you.
You have a better
picture of how the
world works.
People don’t always
understand what
you mean.
You still have a lot
to learn and you fail
often.
You have learned
a lot and gained
experience.
You have more
knowledge.
You are able to
influence your
environment.
It is now time to
start hatching
more eggs.

54. Facilitating daily meetings

55. Daily scrum from hell…

56. daily meeting guidelines
1. Validate pre-conditions
2. This is NOT your meeting
3. Look for clarity
4. Take it offline
5. Time box
6. Document problems

57. The daily is a waste of time…
1. Is it short?
2. Are problems being solved?
3. Is information shared?
4. Is it technical?
5. Is it done standing up?
6. Are we a team?

58. The wrong way
of doing
retrospectives
video
https://www.youtube.com/watch?v=FJezcyKno5k

59. Facilitating retrospectives

60. Retrospective guidelines
1. Listen
2. Ask the team
3. The right activity
4. Time box
5. Stay objective

61. Retrospective Model
1. Set the stage
2. Gather data
3. Generate insights
4. Decide what to do
5. Close the retrospective

62. Retrospective Activities
Set the stage
One word.
Grade the sprint.
Gather data.
Delta +
Timeline.
Generate insights.
Silent grouping
5 why’s
Decide what to do.
Action items.
User stories.
Close the retrospective
ROTI.
Appreciate
someone.

63. 10 9 8 7 6 5 4 3 2 1

64. Celebration of learning

65. Share your learnings

66. feedback please.
- Please make it effective.
- Can we quote you?

67. Thank you!
.‫תודה‬