Scrum Masters are from Mars, Product Owners are from Venus by Dipesh Pala
Once upon a time, Martians and Venusians met, had happy relationships together and accepted their differences to work towards delivering a project. Then came Agile and amnesia set in! ScrumMasters and Product Owners forgot they were from different planets. All of a sudden, Product Owners, Scrum Masters and the team members found themselves sitting around a table discussing user stories and potential solutions. This unprecedented access and communication created a whole new set of challenges… Sometimes it feels like our team members are from different planets, as if one is from Mars and the other is from Venus. You may have heard of Mars and Venus in the bedroom but this presentation will be talking about Mars and Venus in the team room. Based on my many years of experience in coaching and working with people in these roles, this presentation will describe why and how Scrum Masters and Product Owners react differently to various situations in a team room. The key is in understanding how Scrum Masters and Product Owners think and operate. And if Scrum Masters and Product Owners are from different planets, does it make sense for the two roles to be performed by the same person? Or does every Scrum team even need both of these roles? This talk further explores how we can counteract the differences in the communication, the emotional and the business needs of the two roles, and tips and techniques to promote a greater understanding between these two of the most important roles in any Scrum team.
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Scrum Masters are from Mars, Product Owners are from Venus by Dipesh Pala
- 1. Scrum Masters are from Mars, Product Owners are from Venus By Dipesh Pala
- 2. Once upon a time…
- 7. Getting to know Mars and Venus better… What does a Scrum Master really want? What does a Product Owner really want? Help the team perform to their highest level, to maximise the value created by the Scrum teams. Maximises the value of the product being worked on Ensures that the Development team understands the items in the backlog.
- 8. Quality and Concept constantly in conflict
- 9. Deliver Business Value rather than just Projects
- 10. Business Value
- 15. Can vs Should
- 16. 1 Disorganised 2 Inflexible 3 Stubborn 4 Inconsistent 5 Obnoxious 6 Emotionless 7 Shy 8 Irresponsible 9 Boring 10 Unrealistic 11 Negative 12 Intimidating 13 Weak 14 Arrogant 15 Indecisive 16 Impatient
- 17. 1 Disorganised ---> Creative 2 Inflexible ---> Organized 3 Stubborn ---> Dedicated 4 Inconsistent ---> Flexible 5 Obnoxious ---> Enthusiastic 6 Emotionless ---> Calm 7 Shy ---> Reflective 8 Irresponsible ---> Adventurous 9 Boring ---> Responsible 10 Unrealistic ---> Ambitious 11 Negative ---> Realistic 12 Intimidating ---> Assertive 13 Weak ---> Humble 14 Arrogant ---> Self-Confident 15 Indecisive ---> Patient 16 Impatient ---> Passionate
- 18. ValuesCompetencies SM PO Huge overlap required when it comes to Values Little or no overlap required with Skills and Strengths
- 19. Key Takeaways... Tip #2 PO and SM work together to complement each other
- 23. Key Takeaways... Tip #4 Don’t hide information Tip #5 Don’t control communication
- 26. If you can’t explain simply, you don’t understand it well enough! - Albert Einstein
- 29. Business Value Common Goal Shared Ownership Doing the Right Work Doing the Work Right Open Communication
- 31. "If Men are from Mars and Women are from Venus, and you can speak Venutian, the world can be yours."
- 33. Key Takeaways...
- 34. Business Value Common Goal Shared Ownership Doing the Right Work Doing the Work Right Open Communication
- 35. Business Value Common Goal Shared Ownership Doing the Right Work Doing the Work Right Keeping the Momentum Open Communication
- 38. Business Value Common Goal Shared Ownership Doing the Right Work Doing the Work Right Keeping the Momentum Open Communication
- 39. Give some fire and emotions to the team – to make them want to build the stuff!
- 41. “The payments file from Claims Application has not gone out!”
- 42. Business Value Common Goal Shared Ownership Doing the Right Work Doing the Work Right Keeping the Momentum Making Work Meaningful Open Communication
- 44. References • Likeable Business: Why Today's Consumers Demand More and How Leaders Can Deliver, by Dave Kerpen • http://changethis.com/manifesto/45.02.FreakFactor/pdf/45.02.FreakFactor.pdf • The five dysfunctions of a team, by Patrick Lencioni • User stories applied, by Mike Cohn • http://martinfowler.com/bliki/ConversationalStories.html • http://www.mountaingoatsoftware.com/articles/introducing-an-agile-process-to-an- organization • The Scrum Guide, by Ken Schwaber & Jeff Sutherland • All images collected through Google
- 45. Key Takeaways...
- 46. Dipesh Pala Agile Capability Lead IBM e: dipesh.pala@au1.ibm.com.au m: +61 404 152 850 w: ibm.com.au in: au.linkedin.com/in/dipeshpala t: @dipeshpala