Scrum Masters: The Full Time Role Conundrum (Brisbane Agile)


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Presentation by Craig Smith at Brisbane Agile Meetup in May 2013.

A replay of the talk delivered by Craig Smith at the recent Scrum Australia gathering in Sydney

The Scrum Guide defines the Scrum Team as being made up of three primary roles: Product Owner, Development Team and Scrum Master. The role of the Scrum Master is often misunderstood, particularly by management, so often questions start to get asked such as “can I share the Scrum Master across teams”, “can the Scrum Master do Project Management” and “can the role be rotated”?

In this talk we will take a look at some of the misconceptions around the Scrum Master role, discuss how it fits into the organisational structure and tackle the age-old question of whether the Scrum Master is a full time role. We will also look at an improvement plan template to help Scrum Masters improve in their role.

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Scrum Masters: The Full Time Role Conundrum (Brisbane Agile)

  1. 1. The Full-Time RoleConundrumScrumMasters:Craig Smith
  2. 2. Welcome…Image: © Charles M. Schulz / Universal UClick
  3. 3. Image: of Hands…
  4. 4. Scrum is an agile framework forcompleting complex projects. Scrumoriginally was formalized for softwaredevelopment projects, but works well forany complex, innovative scope of work.The possibilities are endless. The Scrumframework is deceptively simple.…No matter which impetus stops work,Scrum ensures that the most valuablework has been completed when theproject ends.“”What Is Scrum(Scrum Alliance)ScrumDefined“
  5. 5. Deliver the Right Stuffat the Right TimeImage: Stuff Right
  6. 6. Define a Scrum Master?Image: © Universal Pictures
  7. 7. ScrumMasterDefinedThe Scrum Master is responsible forensuring Scrum is understood andenacted. Scrum Masters do this byensuring that the Scrum Team adheres toScrum theory, practices, and rules. TheScrum Master is a servant-leader for theScrum Team.The Scrum Master helps those outside theScrum Team understand which of theirinteractions with the Scrum Team arehelpful and which aren’t. The ScrumMaster helps everyone change theseinteractions to maximize the value createdby the Scrum Team.““”The Scrum Guide, 2011
  8. 8. Image: © Agile Learning Labs Scrum Masters do
  9. 9. PushingTinImage: © Regency Enterprises / 20th Century Fox
  10. 10. Manifesto for aScrum
  11. 11. A
  12. 12. Image: © Hanna-Barbera with theMisconceptions
  13. 13. Full Time Role
  14. 14. Employment Trends
  15. 15. Traditional Scrum TeamsDevelopment TeamScrum MasterProduct Owner
  16. 16. Team Size?Image:
  17. 17. Traditional Enterprise TeamsDevelopment TeamManagementChicken
  18. 18. Scaling Scrum Teams
  19. 19. Reality of Enterprise TeamsCustomerDevelopment TeamsProduct Owner/sScrum Master/sOr Agile coachesManagementOther Internal TeamsOutsourced Teams Offshore TeamsPart Time /WorkingFrom Home
  20. 20. How do we dealwith the Enterprise?Image: © Scott Adams / Universal UClick
  21. 21. Upfrontprojectplanningprocess thattypicallyhappensbetween ITand thebusiness.Iterative andadaptiveapproach toachieving theoverall planthat was firstlaid out in theWater stage.Controlled,infrequentproductionrelease cyclethat isgoverned byorganizationalpolicy andinfrastructurelimitationsWater Scrum FallWater-Scrum-Fall
  22. 22. Scaled Agile Framework
  23. 23. One or Many Teams?Image:
  24. 24. The 7th Annual State ofAgile Development Survey, 2012 (VersionOne)Survey Results
  25. 25. So What Do We DoAll Day?Image:
  26. 26. Daily ScrumRetrospectiveShowcaseReportingCalculateVelocityMonitorImpedimentsMonitor StorywallBacklog PlanningTime %Scrum Master Duties
  27. 27. About 20%...???Scrum MasterDutiesTime % in a two week sprint
  28. 28. 42 Tasks for a Scrum
  29. 29. A
  30. 30. So How DoI Help TheTeam?Image: © Matt Gorening / Gracie Films / 20th Century Fox Television
  31. 31. Analyst /CustomerDeveloper TesterAutomationElaboration /SpecificationAcceptanceCriteriaProjectManagerHighPerformingAGILEProductOwnerScrum MasterGood Agile Team
  32. 32. Hat HeadImage:$T2eC16N,!yUE9s6NDMjfBQw8YIZ1-g~~60_57.JPG
  33. 33. 020406080100FormingStormingNormingPerformingScrum Master SkillsetCore SkillsetThe Full Time Role Balance
  34. 34. Things Don’t(Shouldn’t)Stay theSameImage: © Universal Pictures
  35. 35. Kanban?Image:
  36. 36. Who keepspushing aperforming team?Image:
  37. 37. Conflict
  38. 38. Developer TesterBusinessAnalystProjectManagerTeam LeaderExecutive LeaderC Level LeaderOtherRolesScrum MasterArchitectImage: YellowBrick RoadProductOwner
  39. 39. Shu Ha RiImages:©DreamworksAnimation/ParamountPictires
  40. 40. Image: Master Competencies?
  41. 41. Image: Master Competencies
  42. 42. PracticesPrinciplesValuesWorking solutionsHuman interactionsCustomer collaborationResponding to changeCo-locationDaily standupIteration PlanningCustomer ShowcaseRetrospectiveAdaptive release planCross functional teamRequirements as storiesPlanning / story wallInformative workspaceBurn up/down chartsParking lot diagramsSuccess slidersRelatively sized workOne piece flowKanbanDefinition of doneRefactoringContinuous integration(Acceptance) testdriven developmentAutomated deploymentIncremental design &architectureDomain driven designTechnical spikesExploratory testingCollective codeownershipUbiquitous languageCrafstmanshipTeam Practices Team PracticesImage: deliveryCustomer involvementTechnical excellenceTeamworkSelf organisationEmergent designContinuousimprovementSustainable paceServant leadershipAgile Knowledge
  43. 43. Administrative MasteryAdministrative Skills■ Storywall Organisation■ Work Area■ Booking Workshops /Meetings■ Collecting metrics■ Tool organisation■ Wiki gardening■ Skilful use of pens, paper,scissors, sticky tape, blu-tacImage:
  44. 44. Skillset Mastery■ Mastery of core domain:software development /testing / business analysis /project management■ Knowledge of other domainsin team■ Knowledge of businessdomain to facilitatecommunication with ProductOwnerImage:
  45. 45. ■ Techniques: Brainstorming,Affinity Mapping, Wisdom ofthe Crowd, Icebreakers,Futurespectives■ Achieving session goals andobjectives■ Being neutral / impartial■ Keeping focus■ Achieving concensus withconflicting priorities andopinions■ Keeping decisions andactions visibleImage: Skills
  46. 46. ■ Learning Models: Shu Ha Ri,Graphic, Audible■ Matching learning tocontent and audience■ Teaching throughdemonstration: “Trainingfrom the Back of the Room”■ Games: Innovation Games,Gamestorming, TastyCupcakes■ Mentoring post-training■ Alternative deliverymethodsImage: Skills
  47. 47. Coaching Models:■ GROW Coaching Model■ PrOpER Coaching Model■ Results Coaching Model■ 3 days, 3 things, 3 weeks■ Integral (AQAL) Model■ CLEAR ModelImage: Skills
  48. 48. Ri(Expert /Coach)Ha(ScrumMaster)Shu(Prac.)Scrum Master Improvement Plan
  49. 49. So What CanWE Do?Image: © Chuck Lorre Productions / Warner Bros. Television
  50. 50. AvoidScrum-ButAvoidScrumMaster-ButStephen Hillenburg / United Plankton Pictures
  51. 51. Scrum Master WallImage: Agile 2012 Agile Coaching Wall Workshop
  52. 52. Measure Your PracticesImage:
  53. 53. Educate & ImproveImage: © Warner Bros. Television Distribution
  54. 54. Deliver Value…Land Those Planes!Image:
  55. 55. Image: © Fuzzy Door Productions / 20th Century Fox TelevisionFull Time Role?
  56. 56. Questions?Craig Smith