Recommended
Recommended
More Related Content
What's hot
What's hot (18)
Viewers also liked
Viewers also liked (13)
Similar to Rejuvenate Your Scrum Implementation: From Good to Great
Similar to Rejuvenate Your Scrum Implementation: From Good to Great (20)
More from TechWell
More from TechWell (20)
Recently uploaded
Recently uploaded (20)
Rejuvenate Your Scrum Implementation: From Good to Great
- 1. AT11 Concurrent Session 11/12/15 1:30pm “Rejuvenate Your Scrum Implementation: From Good to Great” Presented by: Denise Dantzler Werner Enterprises Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL 32073 888-268-8770 · 904-278-0524 · info@techwell.com · www.techwell.com
- 2. Denise Dantzler Werner Enterprises In the past twenty years, Denise Dantzler has served in various senior management roles across diverse industries—banking, transportation, telecommunications, payment processing— leading teams spanning all IT functions, business analysis, technical writing, HRIS, QA, and PMO. Starting in 2009, Denise managed the Scrum implementation within her company, serving as ScrumMaster and Scrum Coach while simultaneously managing various engineering teams. A Certified ScrumMaster and IT Project Manager, Denise has a passion for coaching others and offers leadership training to emerging leaders, Scrum training, and a deep-dive into Scrum lessons learned. Contact Denise for more information at dantzlers@aol.com.
- 3. REJUVENATE YOUR SCRUM IMPLEMENTATION: BY DENISE DANTZLER 1 From Good to Great PRODUCT OWNER BUILDING BLOCKS 2 Understands SCRUM Prioritizes work Grooms stories in advance Manages stakeholders Well Written Stories Business Partner / Advocate Available to Team OWNer Assess Business Value
- 4. PRODUCT OWNER LESSONS LEARNED 3 People Introduce Technical Product Owner Role Engage with Teams Manage Stakeholders Ongoing Availability Acceptance criteria Process Vision, Big Picture Global Prioritization Business Value Story Quality Backlog Grooming TEAM MEMBER BUILDING BLOCKS 4 Develop Successful Sprint Visibility Accountability
- 5. TEAM MEMBER BUILDING BLOCKS CONT’D 5 Focus on Quality Story Decomposition Daily Standup Story Board Self- managing & Self-directed Poker, Estimation & Sizing Iterative Development Visibility TEAM MEMBER BUILDING BLOCKS CONT’D 6 Interchangeability of Skillsets Sprint Success Done Sprint Failure / Termination External Dependencies
- 6. TEAM MEMBER LESSONS LEARNED 7 People Accountability. Transparency & visibility Proactive, honest communication Strive towards quality. Everyone owns quality. More cross-training and task sharing Process Back to Basics on SCRUM Escalate impediments proactively Value commitment to Product Owner. Don’t work on stories not committed to. Manage to DONE. SCRUM MASTER BUILDING BLOCKS 8 Addresses impediments. Servant leader to the team. Shepherd. Protects the team from outside intervention. Responsible for team artifacts and projecting visibility. Front line to ensuring SCRUM practices and processes are followed by the team.
- 7. SCRUM MASTER BULDING BLOCKS, CONT’D 9 Responsibilities • Ensure stories are well written • Escalate Issues • Ambassador to other teams SCRUM Concepts • Sprint Planning • Sprint Review • Sprint Retrospective • Sprint Backlog • Burndown Chart • Pigs & Chickens SCRUM MASTER LESSONS LEARNED 10 People Servant Leadership Protect the Team Help Product Owners Engage with the Coach Process Preserve SCRUM Practices Radiate Visibility Escalate Impediments Communicate with management team
- 8. SCRUM MASTER DO MORE TO HELP PRODUCT OWNER 11 People Help PO maintain Product Backlog Pursue continuous SCRUM education Help PO understand standup updates Help PO manage stakeholders, deadlines Process Ensure stories are bite sized Enforce poker playing for better estimates Forward-facing Sprint Reviews SCRUM MASTER DO MORE TO PROTECT SCRUM PROCESSES 12 Process Daily standup – stand, 15 min, on time, 3 questions Keep artifacts updated. Play poker if Planning is ineffective. Say NO to Sprint Review presentations Say No to demoing unfinished work Task right-sizing Probe when tasks don’t progress Push back on ineffective Retrospectives
- 9. SCRUM MASTER DO MORE TO HELP THE TEAM 13 People Build trust and sense of team Ensure honest dialogue Encourage team members to challenge each other Enforce accountability Process Help team members value the commitment Try different approaches to Sprint Retrospectives Ensure Story Board/Sprint Backlog is updated Ongoing cross-team coordination Manage change during sprint, protect against big change SCRUM MASTER DO MORE TO HELP THE STAKEHOLDERS 14 People Provide visibility to stakeholders Invite stakeholders to Sprint Reviews Process Educate stakeholders on SCRUM Understand how NOT to become an impediment Educate stakeholders on adding to Product Backlog
- 10. SCRUM MASTER DO MORE TO HELP THE ORGANIZATION 15 Process Prioritization processes Release Planning Identify and escalate systemic organizational blockers Identify and escalate performance issues Help management team address organizational blockers SCRUM COACH BUILDING BLOCKS 16 Coaches SCRUM Masters, Product Owners, Team Members, management team, stakeholders. Collaborates with SCRUM and Agile community on best practices and trends. Ensures core SCRUM practices and processes are followed. May serve in SCRUM Master role SCRUM continuous improvement SCRUM/Agile Tool Introduction
- 11. SCRUM COACH LESSONS LEARNED 17 People SCRUM Master Responsibilities, PLUS… Continuous SCRUM Education Learning culture SCRUM/Agile Community & Industry Partnerships More of a strategic focus Engage with SCRUM Masters and Teams Process Best practices & continuous improvement SCRUM Team of SCRUM Masters (PI , org blockers) Better SCRUM oversight Help measure and track business value SCRUM Tool Introduction MANAGEMENT TEAM BUILDING BLOCKS 18 Close the loop on escalated issues Help enforce accountability Help manage expectations Mentor new staff Servant Leadership Partner with SCRUM Master
- 12. MANAGEMENT TEAM BUILDING BLOCKS, CONT’D 19 Cross Functional Teams Servant Leadership Business Partnership Team Sizing Leverage scarce resources Release Mgmt. Points vs. Hours MANAGEMENT TEAM LESSONS LEARNED 20 People Promote accountability by building trust. Allow autonomy, self organization, self direction “What” versus “How” Reward risk taking & creativity Address “bench warmers” Process Team-based reward structure Handle organizational blockers impeding teams Tackle issues revealed by visibility Close “loop” on escalated items Vision and Release Planning
- 13. MANAGEMENT TEAM LESSONS LEARNED 21 Process, Cont’d Servant Leadership No Command & Control “Chicken-ship” Technical Debt planning Attend Sprint Reviews Help revisit optimal team structures, resources, cross- functionality GENERAL LESSONS LEARNED 22 People Such a thing as “good turnover” Watch for sandbagging No place to hide Process Process first, then tools Ongoing SCRUM training for new team members Importance of on-boarding processes
- 14. MID SPRINT POKER LESSONS LEARNED 23 Progressive Decomposition of larger stories and epics Helps general understanding of requirements by the team “Head start” on planning process for next sprint Grooms Product Backlog SPRINT “0” LESSONS LEARNED 24 Sprint “0” • Optional • Complete prior to 1st Sprint • Iron out SCRUM process • Define product roadmap and Product Backlog. • Work through architectural, infrastructure, access issues, etc. • Form basic definition of “Done”. Review at Sprint Planning • Work through team rules of engagement • Can vary from typical sprint length. Can be 2, 3 or 4 weeks.
- 15. RELEASE PLANNING LESSONS LEARNED Sprint 1 Sprint 2 Sprint 3 Release 1 Release 2 Release 3 IN SUMMARY… WHAT IS THE SINGLE MOST SIGNIFICANT THING YOU CAN DO TO IMPROVE YOUR SCRUM IMPLEMENTATION? 26
- 16. GET BACK TO THE BASICS OF SCRUM!! 27 QUESTIONS? DENISE DANTZLER DANTZLERS@AOL.COM 402.960.1957 28