1. The Challenging Transition of Traditional Roles
on the Journey to Scrum
Hoa Luong, Project Manager
Fredi Schmidli, Head Europe, Partner
swiss IT bridge gmbh
www.swissITbridge.ch

2. Agenda
1. Traditional Roles in Software Projects
2. Necessary Foundations for transition of roles
3. New Roles in Scrum
4. Tips for a smoother transition

3. 1. Traditional Roles
Role Description
Customer Early involvement and late results, multiple contacts,
receiving status reports from PM
Project Project planning, detailed WBS, lengthy estimations,
Manager time-consuming reports,command-and-control style
Developer Clear requirements, ready design, assigned tasks
from PM, layer-specific, much relying on testers
Tester/QC Ending stage, required complete specification, heavy
tools
Business Middle layer, documented use cases, required
Analyst completed specification sign-off, loose engagement
during implementation
Architecture Early involvement, not involved in implementation,
available on request
Manager Boss, who knows everything and manages with top-
down command-and-control style

4. 2. Foundation for transition
of roles: Success Factors
(1)
We put the client in the center
e.g. customer first instead of boss/hierarchy/department
e.g. the customer pays the salary
We are result oriented
e.g. KPI Customer Satisfaction:
http://www.swissitbridge.ch/lang-en/advantages/314-customer-satisfaction.html
We are professionals: ACE
Attitude:
e.g. developers code perfectly and fix bugs immediately; team work like this
presentation, managers thrust the team and the teams keep the commitment.
Competence:
e.g. I can communicate (soft skills) and code with minimial bugs (hard skills)
Enthusiasm
e.g. the joy to try new things, to achieve results together with the team

5. 2. Foundation for transition of
roles: Success Factors (2)
We are a learning organisation
e.g. customer feedback, yammer, SIB University
We communicate openly
e.g. we give kind feedback, career development, finding out the true reason
We work hard an celebrate success
e.g. team building, team budget
We act with integrity and mutual respect
1. e.g. reporting correct hours, informing the customer immediately

6. Scrum Roles

7. Scrum Roles (in detail)
Traditional
Scrum Description
Customer Product Single contact, lifetime involvement, stories, priority
Owner according to business value
Project Manager Scrum coaching-and-supporting style, simple process, short
Master estimations, removing impediments, daily stand-ups,
sprint reviews, transparency
Developer Scrum early involvement, incremental designs, self-
Developer organizing, proactive, story approach, unit tests
Tester/QC Scrum Early involvement, integrated into Team, unit tests,
Tester automated testing if possible, acceptance criteria, daily
stand-ups
Business Case by case: support/deputy of Product Owner, can help
Analyst to remove language barriers
Architecture No big change compared to traditional architecture
Manager No direct control, must give best state-of-art environment

8. Tips For Smooth Transition
All roles:
● Be trained in Scrum
● Use tools: e.g. Assembla, Redmine, VersionOne, ......
● ......????
Manager:
● Commitment to Scrum as part of a long-term vision
● .......??????
Product Owner:
● Maintain and prioritize backlogs
Scrum Master:
● Daily Stand-ups
● Time-boxed meetings
● Burndown chart
Team:
● Smaller is better
● Size stories by points

9. References
Top Agile and Scrum Tools
http://agilescout.com/best-agile-scrum-tools/
Scrum Alliance - Certified Scrum Master
http://www.scrumalliance.org/courses/20111375-certified-scrummaster
Scrum with Boris Gloger
http://www.borisglogger.com
Agile Vietnam
http://www.agilevietnam.org/

10. Q&A
www.slideshare.net/swissitbridge