Scrum Master Pushback Tips
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PO wants too much? They try to shove requirements in the mid-sprint? Here are a few ideas on how to pushback correctly.
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Team data and dashboards can be misused and cause more pain than results. Having the team run blind to its historical data though is often worse, with solely opinions and gut-feel driving process change. Helping your teams see and understand a holistic balance of their data will give your coaching advice context and encourage team constant improvement through experiments and reflection.
Coaching dashboards are about balancing trade-offs. Trading something your team is great at for something they want (or need) to improve. Having the team complete the feedback loop and confirm than an experiment had the intended impact, will process improvement be continuous and sustainable.
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of limitations; which is the reason why it may not be the best fit for
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of limitations; which is the reason why it may not be the best fit for
every team or product. There are other Agile and Lean approaches too,
like Kanban or XP.
Therefore, what is crucial is for us to comprehend that these current
shifts call for a dynamic and progressive outlook from developers and managers. The need of the hour is to utilize the benefits that a Scrum Master brings to the table, in terms of opening up team communication and problem solving techniques.
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- Scrum is an agile framework for managing product development, with roles of Product Owner, Scrum Master, and Development Team.
- Key rituals include Sprint Planning, Daily Stand-ups, Sprint Review and Retrospective.
- The Product Owner prioritizes features in the Product Backlog to maximize business value, while the Development Team works in sprints to deliver increments of functionality. The Scrum Master facilitates the process and removes impediments.
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1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
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Scrum is an agile framework for managing product development. It involves short development iterations called sprints (typically 2-4 weeks) where self-organizing cross-functional teams work to deliver a potentially shippable product increment. Key aspects of scrum include product backlogs to define features, sprint planning meetings, daily stand-up meetings, sprint reviews, and retrospectives. Scrum aims to improve transparency, inspection, and adaptation and enables rapid delivery of valuable software through an empirical process that promotes continuous improvement.
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Black Magic of the Advanced Scrum Master
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Risk Management and Reliable Forecasting using Un-reliable Data (magennis) - ...
To meet expectations and optimize flow, managing risk is an important part of Kanban. Anticipating and adapting to things that "go wrong" and the uncertainty they cause is topic of this session. We look at techniques for quantifying what risks should be considered important to deal with.
Although discouraging, forecasting size, effort, staff and cost is sometimes necessary. Of course we have to do as little of this as possible, but when we do, we have to do it well with the data we have available. Forecasting is made difficult by un-reliable information as inputs to our process – the amount of work is uncertain, the historical data we are basing our forecasts on is biased and tainted, the situation seems hopeless. But it isn't. Good decisions can be made on imperfect data, and this session discusses how. This session shows immediately usable and simple techniques to capture, analyze, cleanse and assess data, and then use that data for reliable forecasting.
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The document discusses time management and provides tips for using time efficiently. It tells the story of a king who constantly asks his attendant questions about a gathering by the river, while the prime minister is able to gather more comprehensive information in a single meeting. This illustrates how planning and prioritization allows some to achieve more in the same amount of time as others. The document then provides strategies for improving time management, such as setting goals, prioritizing tasks, understanding expectations, and conducting self-analyses to strengthen weaknesses and minimize threats.
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Scrum Master Pushback Tips
- 1. Scrum master Pushback tips Gil Nahmias, CSP
- 2. How many times have you heard this… We need these 5 features done by the end of July But we can only finish 3 by July... Try harder! Do Overtime! Please prioritize for us Manager Team It already is. All is must. Ok we will do our best...
- 3. Back home… I’ve convinced them to do more! Yay! This project is so failing... Manager Team
- 4. What do you think is going to happen, ultimately?
- 6. Stress
- 7. Quality issues over stress
- 9. It’s a scale Bad surprises Always “Yes” Spineless Pushback Poor improvement driver Always “No”, Comfort zone
- 10. Consider 4 different endings...
- 11. different ending – using visibility We need these 5 features done by the end of July After estimating, it seems like 3 first features will probably get done. 4th feature – maybe and last one will probably not get done by July. But we need all of them! Deliver all the features! Manager Team Well we can SAY we will deliver. That won’t change reality. However we promise to let you know once our prediction changes. Ok. keep me in the loop.
- 12. Different ending – smaller bites We need these 5 features done by the end of July As it is, seems too big. Can you chop them into smaller pieces? How is that going to help? This way we can identify sub-stories we can live without, or ones to give some other team with more capacity. Manager Team Can you start working before breaking down? In the coming 2 weeks – yes. Not later. Enough time to get ready on your end?
- 13. Different ending – there is more money than time We need these 5 features done by the end of July Looks like a lot of work. Help? I can extend the team Too late to add people now (see: Brooks’s Law). But we can use manpower in other ways Manager Team I’m all ears The new guys can help by taking easy and managerial tasks off our load so we can focus on the special things only we can do.
- 15. Have the product guys test the business
- 16. And we need a faster build serverManager Team I can filter noise and talk to the product. Build server is out of reach now. What can you do with that?
- 17. Remember: Pushback is an advanced scrum master skill! Use it wisely.
- 18. Not sure? Ask me more! gil@agilesparks.com myagile.co.il @gilnahmias
Editor's Notes
- Prod test bizFilter external noisemachine
- Prod test bizFilter external noisemachine