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SCRUM MASTER
BASICS
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CONSTANT
HIGHER
MORE
LEARNING
QUALITY
FUN
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www.practical-agile.com

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@PracticalAgile1

SCRUM MASTER
ROLE
Like us: 

Visit: 

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CONSTANT
HIGHER
MORE
LEARNING
QUALITY
FUN
www.facebook.com/PracticalAgile 

www.practical-agile.com

@Linkedin

@PracticalAgile1

ABOUT ME - @ELADSOF
Software developer
Agile coach
LeSS certified trainer
Father and husband
Depeche Mode fan
Amateur DJ
SOME WORKING AGREEMENT
If you choose to be here

act like you want to be here
SOME WORKING AGREEMENT
EXERCISE
Let’s Form Teams
Respect the sticky note
One item per sticky, use a sharpie
“It ain’t what you don’t know
that gets you into troubles.
It’s what you know for sure
that just ain’t so”
Mark Twain
WHAT WE THOUGHT VS. WHAT WE KNOW
TYPE A QUOTE HERE.
Johnny Appleseed
TEXT
Requirements
Design
Implement
Test
Acceptance
Analysis
Deliver
WINSTON W. ROYCE 1970
"I believe in this
concept, but the
implementation
described above is
risky and invites
failure"
01
WHAT WE
KNOW
The harder we plan and
analyze in the beginning,
the less there’s change in
the project and the more
successful the project
WHAT WE
THOUGHT
WHAT WE
THOUGHT
01
WHAT WE
KNOW
There is change always
and responding to it is vital.
Uncertainty is best reduced
by learning from actual
implementation
02
WHAT WE
KNOW
Division of work to
specialized roles and
teams (specification, design
and testing) is efficient
WHAT WE
THOUGHT
WHAT WE
THOUGHT
02
WHAT WE
KNOW
Cross-functional teams
reduce complexity and
handoffs and are focused
on delivering value.
03
WHAT WE
KNOW
Multiple parallel programs
speed up the development
WHAT WE
THOUGHT
WHAT WE
THOUGHT
03
WHAT WE
KNOW
Parallel work creates a big
management
overhead and waste,
resulting is a less effective
organization.
04
WHAT WE
KNOW
Product development
process can be defined as a
predictable and
repeatable process
WHAT WE
THOUGHT
WHAT WE
THOUGHT
04
WHAT WE
KNOW
Product development is an
evolving and adaptive
process
Wishful thinking
WHAT IS AGILE?
Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2.Welcome changing requirements, even late in development.
Agile processes harness change for the customer’s competitive
advantage
Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2. Welcome changing requirements, even late in development.
Agile processes harness change for the customer’s competitive
advantage
3. Deliver working software frequently, from a couple of weeks
to a couple of months, with a preference to a shorter timescale
Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer’s competitive
advantage
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to a shorter timescale
4. Business people and developers must work together daily
throughout the project
Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
6. The most efficient and effective method of conveying
information to and within development team is face-to-face
conversation
Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
6. The most efficient and effective method of conveying information
to and within development team is face-to-face conversation
7. Working software is the primary measure for progress
Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done
6. The most efficient and effective method of conveying information to
and within development team is face-to-face conversation
7. Working software is the primary measure for progress
8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely
Agile Principle 9-12
9. Continuous attention to technical excellence and good
design enhances agility
Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not
done – is essential
Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not done –
is essential
11.The best architectures, requirements, and designs emerge from
self-organizing teams
Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not done –
is essential
11.The best architectures, requirements, and designs emerge from
self-organizing teams
12.At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly
Where Scrum Fits?
WHAT IS SCRUM?
"Scrum is a team of eight individuals in Rugby.
Everyone in the pack acts together with everyone
else to move the ball down the field in small
incremental steps. Teams work as tight,
integrated units with whole team focusing on a
single goal."
THE ORIGIN OF 

SCRUM
• Toyota lean concept

• The new, new software
development game
[Takeuchi & Nonaka, 1986]
• Iterative & incremental
development
• Jeff Sutherland
• Ken Schwaber
• Understanding that we
cannot predict the future
• One size does not fit all
• Constant improvement
• Transparency & Visibility
• Team work
• Deliver business value fast
(max. 30 days)
• Prioritizing
• Empirical approach
• Fun !!!
SCRUM MAIN IDEAS
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
When not to use Scrum?
• When the organization is not willing to change its structure.
• When the organization is not interested in changing its culture.
• When the iterations are a constraint and not and enabler
• When the organization is lacking the patience needed to go
through the learning process.
• When the organization is lacking the needed budget to go
through the learning process.
• When you don't have an automatic build system.
Johnny Appleseed
MINDMAPS
Johnny Appleseed
SM MINDMAP
SM QUESTIONS BEHAVIORS
TOOLSTO LEARN
SM
THE SM IS NOT THE BOSS
The English verb “to manage” was originally derived
from the Italian “maneggiare", meaning to handle and
train horses
The SM has no authority over the team
SCRUM MASTER (SM)
• 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)
EXERCISE - LEADING WITHOUT AUTHORITY
WHAT
SHOULD WE
STOP
DOING?
SCRUM MASTER
GUIDING QUESTIONS
• How is my team doing?
• How is my PO doing?
• How is my organization doing?
• How are our engineering
practices?
SCRUM MASTER
BONUS QUESTION
• How am i doing?
SM GUIDING QUESTION
HOW IS MY TEAM DOING?
EXERCISE - KNOW YOUR TEAM
WHAT DO I NEED TO KNOW ABOUT MY TEAM?


WHERE CAN FIND THIS INFORMATION
SCRUM TEAM
INFORMATION
• Team maturity
• Preferences and feelings
• Skills and knowledge
• Goals
• Boundaries
• Challenges / Impediments
• Progress & transparency
• Quality of communication
• Job satisfaction
TUCKMAN’S MATURITY MODEL
PREFERENCES AND FEELINGS
MAP KNOWLEDGE AND SKILLS
CLEARLY
DEFINING GOALS
AND WORKING
AGREEMENTS
FOR THE TEAM
UNDERSTANDING BOUNDARIES WITH DELEGATION LEVELS
These cards are part of the
Management 3.0 materials. They
represent the 7 delegation levels
for empowering organizations.
You can find a description of
their use at:
www.management30.com/
delegation-poker
PROGRESS AND TRANSPARENCY
MOOD AND JOB SATISFACTION
QUALITY OF COMMUNICATION
Johnny Appleseed
UPDATE YOUR MIND MAP
SM GUIDING QUESTION
HOW IS MY PO DOING?
EXERCISE - KNOW YOUR PO
WHAT DO I NEED TO KNOW ABOUT MY PO?


WHERE CAN FIND THIS INFORMATION
PRODUCT OWNER
INFORMATION
• How is my backlog:
• Backlog items are properly sized,
independent and valuable.
• Are there enough items in the
backlog
• Prioritization of backlog
• Relationship of PO and the team
• Relationship with customers
• Team<—>Custumers relationship
• Understanding of technical debt
• PO understands inspect and adapt.
INVEST IN YOUR PRODUCT BACKLOG
ENOUGH ITEMS IN THE BACKLOG?
ARE ITEMS PRIORITIZED PROPERLY
Priority should be using MVP and MMF
concepts.

It need to be easy for everyone to
repeat the reasoning behind the
priority.
Models such as Kano, MoSCoW and
ROI can be helpful
PO <—> TEAM RELATIONSHIP
PO <—> CUSTOMER RELATIONSHIP
TEAM <—> CUSTOMER RELATIONSHIP
UNDERSTAND TECHNICAL DEBT
UNDERSTAND INSPECT AND ADAPT
Johnny Appleseed
UPDATE YOUR MIND MAP
SM GUIDING QUESTION
HOW IS MY ORGANIZATION
DOING?
EXERCISE - KNOW YOUR ORG
WHAT DO I NEED TO KNOW ABOUT MY ORG?


WHERE CAN FIND THIS INFORMATION
FINANCIAL STATUS
INTER-TEAM COMMUNICATION
LEARN NEW THINGS AND DELIVER VALUE
COST OF CHANGE
EXECUTIVE’S INVOLVEMENT
ARE YOU A LEARNING ORGANIZATION
IS THE ORGANIZATION A GOOD PLACE TO WORK
ORGANIZATIONAL
INFORMATION
• Are you financially successful?
• How is Inter-team communication
and collaboration?
• Are teams able to deliver value that
is outside their boundaries?
• Are we agile enough? What is the
cost of change?
• Is higher management involved?
• Are you a learning organization?
• Is your org a good place to work
for?
Johnny Appleseed
UPDATE YOUR MIND MAP
SM GUIDING QUESTION
HOW ARE OUR ENGINEERING
PRACTICES?
EXERCISE - KNOW YOUR ENGINEERING PRACTICES
WHAT DO I NEED TO KNOW ABOUT MY
ENGINEERING PRACTICES?


WHERE CAN FIND THIS INFORMATION
ENG. PRACTICES
INFORMATION
• Has the DoD expanded?
• How much time from commit to
deploy?
• Are we familiar and are using ideas
from the field of modern eng.
practices?
• What are latest ideas in the area?
• When is the last time we learned
and tried something new?
• How much budget do we have for
that?
EXPANDING THE DEFINITION OF DONE
FROM COMMIT TO DEPLOY
TECHNICAL EXCELLENCE
LATEST ENGINEERING CONCEPTS
Like all professionals, team
members need to stay up to date
by attending trainings &
conferences, reading books,
subscribing to blogs and
software websites.
EXPERIMENT WITH NEW PRACTICES
BUDGET FOR ENGINEERING
ORGANIZATIONAL
INFORMATION
• Are you financially successful?
• How is Inter-team communication
and collaboration?
• Are teams able to deliver value that
is outside their boundaries?
• Are we agile enough? What is the
cost of change?
• Is higher management involved?
• Are you a learning organization?
• Is your org a good place to work
for?
Johnny Appleseed
UPDATE YOUR MIND MAP
KEEP IN TOUCH : ELAD@PRACTICAL-AGILE.COM

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Scrum master basics

  • 1. SCRUM MASTER BASICS Like us: 
 Visit: 
 Follow me:
 Tweet: 
 CONSTANT HIGHER MORE LEARNING QUALITY FUN www.facebook.com/PracticalAgile 
 www.practical-agile.com
 @Linkedin
 @PracticalAgile1

  • 2. SCRUM MASTER ROLE Like us: 
 Visit: 
 Follow me:
 Tweet: 
 CONSTANT HIGHER MORE LEARNING QUALITY FUN www.facebook.com/PracticalAgile 
 www.practical-agile.com
 @Linkedin
 @PracticalAgile1

  • 3. ABOUT ME - @ELADSOF Software developer Agile coach LeSS certified trainer Father and husband Depeche Mode fan Amateur DJ
  • 4. SOME WORKING AGREEMENT If you choose to be here
 act like you want to be here
  • 7. Respect the sticky note One item per sticky, use a sharpie
  • 8. “It ain’t what you don’t know that gets you into troubles. It’s what you know for sure that just ain’t so” Mark Twain WHAT WE THOUGHT VS. WHAT WE KNOW
  • 9. TYPE A QUOTE HERE. Johnny Appleseed TEXT
  • 11. WINSTON W. ROYCE 1970 "I believe in this concept, but the implementation described above is risky and invites failure"
  • 12. 01 WHAT WE KNOW The harder we plan and analyze in the beginning, the less there’s change in the project and the more successful the project WHAT WE THOUGHT
  • 13. WHAT WE THOUGHT 01 WHAT WE KNOW There is change always and responding to it is vital. Uncertainty is best reduced by learning from actual implementation
  • 14. 02 WHAT WE KNOW Division of work to specialized roles and teams (specification, design and testing) is efficient WHAT WE THOUGHT
  • 15. WHAT WE THOUGHT 02 WHAT WE KNOW Cross-functional teams reduce complexity and handoffs and are focused on delivering value.
  • 16. 03 WHAT WE KNOW Multiple parallel programs speed up the development WHAT WE THOUGHT
  • 17. WHAT WE THOUGHT 03 WHAT WE KNOW Parallel work creates a big management overhead and waste, resulting is a less effective organization.
  • 18. 04 WHAT WE KNOW Product development process can be defined as a predictable and repeatable process WHAT WE THOUGHT
  • 19. WHAT WE THOUGHT 04 WHAT WE KNOW Product development is an evolving and adaptive process
  • 22. Agile Principle 1-4 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software
  • 23. Agile Principle 1-4 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software 2.Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage
  • 24. Agile Principle 1-4 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to a shorter timescale
  • 25. Agile Principle 1-4 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to a shorter timescale 4. Business people and developers must work together daily throughout the project
  • 26. Agile Principle 5-8 5. Build project around motivated individuals. Give them the environment and support they need, and trust them to get the job done
  • 27. Agile Principle 5-8 5. Build project around motivated individuals. Give them the environment and support they need, and trust them to get the job done 6. The most efficient and effective method of conveying information to and within development team is face-to-face conversation
  • 28. Agile Principle 5-8 5. Build project around motivated individuals. Give them the environment and support they need, and trust them to get the job done 6. The most efficient and effective method of conveying information to and within development team is face-to-face conversation 7. Working software is the primary measure for progress
  • 29. Agile Principle 5-8 5. Build project around motivated individuals. Give them the environment and support they need, and trust them to get the job done 6. The most efficient and effective method of conveying information to and within development team is face-to-face conversation 7. Working software is the primary measure for progress 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely
  • 30. Agile Principle 9-12 9. Continuous attention to technical excellence and good design enhances agility
  • 31. Agile Principle 9-12 9. Continuous attention to technical excellence and good design enhances agility 10.Simplicity – the art of maximizing the amount of work not done – is essential
  • 32. Agile Principle 9-12 9. Continuous attention to technical excellence and good design enhances agility 10.Simplicity – the art of maximizing the amount of work not done – is essential 11.The best architectures, requirements, and designs emerge from self-organizing teams
  • 33. Agile Principle 9-12 9. Continuous attention to technical excellence and good design enhances agility 10.Simplicity – the art of maximizing the amount of work not done – is essential 11.The best architectures, requirements, and designs emerge from self-organizing teams 12.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly
  • 34.
  • 36. WHAT IS SCRUM? "Scrum is a team of eight individuals in Rugby. Everyone in the pack acts together with everyone else to move the ball down the field in small incremental steps. Teams work as tight, integrated units with whole team focusing on a single goal."
  • 37. THE ORIGIN OF 
 SCRUM • Toyota lean concept
 • The new, new software development game [Takeuchi & Nonaka, 1986] • Iterative & incremental development • Jeff Sutherland • Ken Schwaber
  • 38. • Understanding that we cannot predict the future • One size does not fit all • Constant improvement • Transparency & Visibility • Team work • Deliver business value fast (max. 30 days) • Prioritizing • Empirical approach • Fun !!! SCRUM MAIN IDEAS
  • 39. 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
  • 40.
  • 41.
  • 42. When not to use Scrum? • When the organization is not willing to change its structure. • When the organization is not interested in changing its culture. • When the iterations are a constraint and not and enabler • When the organization is lacking the patience needed to go through the learning process. • When the organization is lacking the needed budget to go through the learning process. • When you don't have an automatic build system.
  • 44. Johnny Appleseed SM MINDMAP SM QUESTIONS BEHAVIORS TOOLSTO LEARN SM
  • 45. THE SM IS NOT THE BOSS
  • 46. The English verb “to manage” was originally derived from the Italian “maneggiare", meaning to handle and train horses The SM has no authority over the team
  • 47. SCRUM MASTER (SM) • 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)
  • 48. EXERCISE - LEADING WITHOUT AUTHORITY WHAT SHOULD WE STOP DOING?
  • 49. SCRUM MASTER GUIDING QUESTIONS • How is my team doing? • How is my PO doing? • How is my organization doing? • How are our engineering practices?
  • 51. SM GUIDING QUESTION HOW IS MY TEAM DOING?
  • 52. EXERCISE - KNOW YOUR TEAM WHAT DO I NEED TO KNOW ABOUT MY TEAM? 
 WHERE CAN FIND THIS INFORMATION
  • 53. SCRUM TEAM INFORMATION • Team maturity • Preferences and feelings • Skills and knowledge • Goals • Boundaries • Challenges / Impediments • Progress & transparency • Quality of communication • Job satisfaction
  • 58. UNDERSTANDING BOUNDARIES WITH DELEGATION LEVELS These cards are part of the Management 3.0 materials. They represent the 7 delegation levels for empowering organizations. You can find a description of their use at: www.management30.com/ delegation-poker
  • 60. MOOD AND JOB SATISFACTION
  • 62.
  • 64. SM GUIDING QUESTION HOW IS MY PO DOING?
  • 65. EXERCISE - KNOW YOUR PO WHAT DO I NEED TO KNOW ABOUT MY PO? 
 WHERE CAN FIND THIS INFORMATION
  • 66. PRODUCT OWNER INFORMATION • How is my backlog: • Backlog items are properly sized, independent and valuable. • Are there enough items in the backlog • Prioritization of backlog • Relationship of PO and the team • Relationship with customers • Team<—>Custumers relationship • Understanding of technical debt • PO understands inspect and adapt.
  • 67. INVEST IN YOUR PRODUCT BACKLOG
  • 68. ENOUGH ITEMS IN THE BACKLOG?
  • 69. ARE ITEMS PRIORITIZED PROPERLY Priority should be using MVP and MMF concepts.
 It need to be easy for everyone to repeat the reasoning behind the priority. Models such as Kano, MoSCoW and ROI can be helpful
  • 70. PO <—> TEAM RELATIONSHIP
  • 71. PO <—> CUSTOMER RELATIONSHIP
  • 72. TEAM <—> CUSTOMER RELATIONSHIP
  • 75.
  • 77. SM GUIDING QUESTION HOW IS MY ORGANIZATION DOING?
  • 78. EXERCISE - KNOW YOUR ORG WHAT DO I NEED TO KNOW ABOUT MY ORG? 
 WHERE CAN FIND THIS INFORMATION
  • 81. LEARN NEW THINGS AND DELIVER VALUE
  • 84. ARE YOU A LEARNING ORGANIZATION
  • 85. IS THE ORGANIZATION A GOOD PLACE TO WORK
  • 86. ORGANIZATIONAL INFORMATION • Are you financially successful? • How is Inter-team communication and collaboration? • Are teams able to deliver value that is outside their boundaries? • Are we agile enough? What is the cost of change? • Is higher management involved? • Are you a learning organization? • Is your org a good place to work for?
  • 87.
  • 89. SM GUIDING QUESTION HOW ARE OUR ENGINEERING PRACTICES?
  • 90. EXERCISE - KNOW YOUR ENGINEERING PRACTICES WHAT DO I NEED TO KNOW ABOUT MY ENGINEERING PRACTICES? 
 WHERE CAN FIND THIS INFORMATION
  • 91. ENG. PRACTICES INFORMATION • Has the DoD expanded? • How much time from commit to deploy? • Are we familiar and are using ideas from the field of modern eng. practices? • What are latest ideas in the area? • When is the last time we learned and tried something new? • How much budget do we have for that?
  • 93. FROM COMMIT TO DEPLOY
  • 95. LATEST ENGINEERING CONCEPTS Like all professionals, team members need to stay up to date by attending trainings & conferences, reading books, subscribing to blogs and software websites.
  • 96. EXPERIMENT WITH NEW PRACTICES
  • 98. ORGANIZATIONAL INFORMATION • Are you financially successful? • How is Inter-team communication and collaboration? • Are teams able to deliver value that is outside their boundaries? • Are we agile enough? What is the cost of change? • Is higher management involved? • Are you a learning organization? • Is your org a good place to work for?
  • 99.
  • 101.
  • 102.
  • 103. KEEP IN TOUCH : ELAD@PRACTICAL-AGILE.COM