The Challenging Transition of Traditional Roles on the Journey to Scrum


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The Challenging Transition of Traditional Roles on the Journey to Scrum

  1. 1. The Challenging Transition of Traditional Roleson the Journey to ScrumHoa Luong, Project ManagerFredi Schmidli, Head Europe, Partnerswiss IT bridge
  2. 2. Agenda1. Traditional Roles in Software Projects2. Necessary Foundations for transition of roles3. New Roles in Scrum4. Tips for a smoother transition
  3. 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. 4. 2. Foundation for transitionof roles: Success Factors(1)We put the client in the centere.g. customer first instead of boss/hierarchy/departmente.g. the customer pays the salaryWe are result orientede.g. KPI Customer Satisfaction: are professionals: ACEAttitude:e.g. developers code perfectly and fix bugs immediately; team work like thispresentation, 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)Enthusiasme.g. the joy to try new things, to achieve results together with the team
  5. 5. 2. Foundation for transition ofroles: Success Factors (2)We are a learning organisatione.g. customer feedback, yammer, SIB UniversityWe communicate openlye.g. we give kind feedback, career development, finding out the true reasonWe work hard an celebrate successe.g. team building, team budgetWe act with integrity and mutual respect 1. e.g. reporting correct hours, informing the customer immediately
  6. 6. Scrum Roles
  7. 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. 8. Tips For Smooth TransitionAll 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 backlogsScrum Master: ● Daily Stand-ups ● Time-boxed meetings ● Burndown chartTeam: ● Smaller is better ● Size stories by points
  9. 9. ReferencesTop Agile and Scrum Tools Alliance - Certified Scrum Master with Boris Glogerhttp://www.borisglogger.comAgile Vietnam
  10. 10. Q&A