This document provides an overview of an advanced scrum master workshop. It discusses the role and responsibilities of a scrum master, facilitation of scrum ceremonies like the daily scrum and retrospectives, navigating conflict, and growing as a leader. The scrum master is responsible for ensuring the team follows scrum principles and practices, removing impediments, and helping those outside the team understand how to best interact with the scrum process. Effective facilitation of meetings and retrospectives requires setting guidelines, using the right activities, and focusing discussions on problem-solving and continuous 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. Scrum Master a-la Scrum
Guide
• The Scrum Master is responsible for ensuring Scrum
is understood and enacted. Scrum Masters do this
by ensuring that the Scrum Team adheres to Scrum
theory, practices, and rules. 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.

13. Scrum Master a-la Scrum
Guide
• Scrum Master Service to the Product Owner
The Scrum Master serves the Product Owner in several ways, including:
• Finding techniques for effective Product Backlog management;
• Clearly communicating vision, goals, and Product Backlog items to the
Development Team;
• Teaching the Scrum Team to create clear and concise Product Backlog
items;
• Understanding long-term product planning in an empirical environment;
• Understanding and practicing agility; and,
• Facilitating Scrum events as requested or needed.

14. Scrum Master a-la Scrum
Guide
• Scrum Master Service to the Development Team
The Scrum Master serves the Development Team in several ways,
including:
• Coaching the Development Team in self-organization and cross-
functionality;
• Teaching and leading the Development Team to create high-value
products;
• Removing impediments to the Development Team’s progress;
• Facilitating Scrum events as requested or needed; and,
• Coaching the Development Team in organizational environments in
which Scrum is not yet fully adopted and understood.

15. Scrum Master a-la Scrum
Guide
• Scrum Master Service to the Organization
The Scrum Master serves the organization in several ways, including:
• Leading and coaching the organization in its Scrum adoption;
• Planning Scrum implementations within the organization;
• Helping employees and stakeholders understand and enact
Scrum and empirical product development;
• Causing change that increases the productivity of the Scrum
Team; and,
• Working with other Scrum Masters to increase the effectiveness of
the application of Scrum in the organization.

16. THE biggest problem

19. BORN
Leaders are not
Leaders are
Grown

20. 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

24. Begging
Reward
Punishment
Doityourself

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

26. Does Leadership
require authority ?

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

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

29. 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

31. Blame
Shame
Justify
Obligation
Responsibility
Christopher
Avery

32. 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

34. 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

35. FEEDBACK - THE SECRET SOUCE…

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

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

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

39. 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.

40. 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

41. 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

42. 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

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

44. Event
Interpretation
Emotion
Reaction
Event
Interpretation
Emotion
Reaction
Self
Other

45. NAVIGATING
CONFLICT

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

48. patrick
Lencioni

49. Dealing with conflictThomas-KilmannConflictModeInstrument

50. 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

51. 3 2 1
For each conflict type describe at least
one situation that it should be used.
Competition - Avoidance - Surrender -
Compromising - Collaborating
5 4

52. Conflict types

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

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

55. Navigating
conflict using
The Perfection game

56. Growing
leaders

57. 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.

58. Facilitating daily meetings

59. Daily scrum from hell…

60. 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

61. 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?

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

63. Facilitating retrospectives

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

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

66. 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.

67. 10 9 8 7 6 5 4 3 2 1

68. Celebration of learning

69. Share your learnings

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

71. Thank you!
.‫תודה‬