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Are we Prepared for Scrum Master’s Role in COVID-19 Outbreak?
- 1. Are We Prepared for Scrum Master’s Role in COVID-19 outbreak? With Satyavrat Nirala Why this is the high time for this change June 22th - 2020 8:30 PM IST www.invensislearning.com
- 2. 2 About Invensis Learning Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. Our training methodology coupled with high-quality courseware has enabled organizations to achieve high-impact learning with increased knowledge, competence, and performance. We offer courses in various categories such as IT Service Management, Project Management, IT Security and Governance, Quality Management, Agile Project Management, DevOps, and Cloud courses. Invensis Learning certification training programs adhere to global standards such as PMI, IASSC, AXELOS, ISACA, DevOps Institute, EXIN, Scrum Alliance* and PeopleCert.
- 3. 3 Housekeeping The webinar will last up to 120 minutes. We will have 5 minutes of break after 45 minutes. This is for learners who are very new to Agile ways of working and Scrum. Most importantly who wants to know about the role of Scrum Master and how their role is more meaningful now in COVID19 situation. You can ask questions throughout the Webinar, using the Chat option on Zoom. These will be answered during the Q&A session towards the end.
- 4. 4 Facilitator SATYAVRAT NIRALA Agile Leadership and Enterprise Coach Satyavrat Nirala is one of Asia’s youngest trainer and coach with certifications of CSM, CSPO, and CAL, CAMS, Change Management. He has been training and coaching Project management teams, Scrum teams internationally for the last 7 years. Started his career as a project technical analyst, Satyavrat has traversed through various roles in his journey including that of a self- thought coder, software engineer, Business Analyst, SME, Scrum Master, Process Consultant, Project Management and Agile guide and coach and Mentor over a span of 14+ years. He loves learning and has more than 21 certification in Agile and various discipline. His goal is to help everyone to think about the possible challenges and co-learn about how to adapt to challenges.
- 5. 5 Knowing how the organizations are now thinking and working in different approaches? Why roles like Scrum Master will help us? Rethinking the way we look at Problems Mission
- 6. 6 Introduction and how we can be ready for disruption Who is a Scrum Master and why we need a Scrum Master? How Scrum Master helped the teams in COVID19 to align and maximize value. Why this is the high time for us to know about the role. Q&A Outline
- 7. 7 COVID-19: Impacts to both personal and professional lives Crisis Management and Response Planning and Execution Results Finance
- 8. 8 What will happen if we do not respond to disruption?
- 9. 9
- 10. 10
- 11. 11 Do you think there are more challenges than we anticipate? Change Nature Risk VISION Change Dynamics Instability Take Action Change Rate & Speed Flux Probe Changes Regularly Understanding Unpredictability Direction Paralysis Wider Understanding Potential Surprises Overload Different Perspectives Unknown Outcomes Misunderstanding No knowledge Silo Clarity Correction Unproductive Focus Effects and Influencers Dualities Flexible and Creative Agility Idea vs Actuals Doubts & Distress Flexible Decision Making Misinterpretations Lapse in Decision Making Innovation Miscommunication Hurt Innovation Accountability Uncertainty Volatility Complexity Ambiguity Drivers Effects Demands
- 12. 12 Exercis e Questions for all Which Industry has brought biggest disruption in last 20 years? 15 seconds
- 13. 13 What our IT and Software teams have done differently?
- 14. 14 They Started their journey of Agile and Adapted to Change Quickly Define Agile in one word
- 16. 16 Agile Values
- 19. 19 They moved from Defined way of thinking to Empirical way DEFINE D • Given a well-defined set of inputs, the same outputs are generated every time EMPIRICA L • Frequent inspection and adaptation occurs as you proceeds • Outputs are often unpredictable and unrepeatable; hence you prepare for smaller challenges. • Follow the pre-determined steps to get known results
- 20. 20 Empirical Processes Require Trust & Courage Trust & Courag e Transparenc y Inspection Adaptatio n
- 21. 21 Method Process Is a Framework Methodology What is Scrum? A framework within which people can address complex adaptive problems, while productivity and creatively delivering products of the highest possible value. Lightweight Simple to understand Difficult to Master
- 22. 22 3 Pillars of Scrum
- 24. 24 Focus Focus on what’s imminent as the future is highly uncertain Focus on the simplest thing that might possibly work for making things done. Focus on expertise. focus on what we know now Focus on what’s most important now.
- 25. 25 Respect Respect by not wasting effort on things that are not valuable Respect the accountabilities of Scrum. Scrum ecosystem thrives on respect for people, their experience and their personal background. Respect different opinions. Respect each other’s skills, expertise and insights.
- 26. 26 Openness Open in sharing feedback and learning from one another. Open for change as the organization and the world in which they operate change Open for people, and working with people; acknowledging people to be people, and not ‘resources’, robots, cogs or replaceable pieces of machinery. Open to collaborate across disciplines, skills and techniques. Open about their work, progress, learnings and problems.
- 27. 27 Commitment Commit to look for improvements. Commit to the definition of Done. Commit to focus on value. Commit to finish work. Commitment is about dedication and applies to the actions and the intensity of the effort Commit to self-organize. Commit to excellence. Commit to quality. Commit to collaborate. Commit to learn.
- 28. 28 Courage Courage to share risks and benefits. Courage to change direction. Courage in admitting that requirements will never be perfect and that no plan can capture reality and complexity. Show the courage to consider change as a source of inspiration & innovation. Show courage by not wasting effort on stuff that nobody wants
- 29. 29 STAKEHOLDER S Scrum Events The Sprint Sprint Planning Daily Scrum Sprint Review Sprint Retrospective The Scrum Team The Product Owner The Development Team The Scrum Master PRODUCT BACKLOG IDEA Plan Inspect & Adapt SPRINT BACKLOG Sprint Potentially Releasable Product Increment To Do Doing Done ✓ Done = Coded Tested No Defects Sprint Goal Product Backlog Refinement Produce DAILY SCRUM SPRINT PLANNING SPRINT REVIEW SPRINT RETROSPECTIVE Scrum Artifacts Product Backlog Sprint Backlog Increment Scrum Overview
- 30. 30 Incremental Iterative User Feedback User Feedback Delivered in pieces Refine concepts over time. Start with what you know, refine products as you go. Idea Credit : Jeff Sutherland Iterative and Incremental
- 31. 31 All about the Scrum Roles
- 32. 32 Org Product Owner Development Team ScrumMaster Servant Leader Impediment Remover Facilitator Teaches ScrumChange Agent Coach Scrum Master
- 33. 33 Sprint Review Sprint Retrospective Daily Stand-up Scrum Ceremonies/Events First Day Last DayEvery Day Sprint Planning
- 34. 34 After COVID-19, we have one more Unexpected Challenge REMOTE DISTRIBUTED TEAMS
- 35. 35 Exercis e Questions for all What is your biggest challenge in Remote work? 15 seconds
- 36. 36 Challanges of Remote Distributed Teams
- 37. 37 Sucessful Remote Approaches Basic technology support for collaboration and for frictionless but secure access to important resources, which is a necessary condition for.. A culture of trust, inclusion, and making work visible, which is a necessary condition for… Intentional transparency and vulnerability on the part of leaders and team members alike.
- 38. 38 The 1st big solution for Scrum Masters Diagram Copyright Alistair Cockburn
- 39. 39 The 2nd big solution for Scrum Masters
- 40. 40 The 3rd and Ultimate Solution for Scrum Master Changes from the Behavioural Perspective: Ensure new behaviours are clearly communicated Policies and procedures (especially reward and recognition) are aligned Communicate expectations Changes from the Psychodynamic Perspective: Acknowledge the emotional side of change Treat people as adults Surface negative feeling and talk through Seek to fulfil emotional needs Changes from the Cognitive Perspective: Link organizational goals with individual goals Focus on results Develop motivating visions Changes from the Humanistic Perspective: Reinforce two-way communication channels Address people’s higher aspirations Develop a ‘learning organization’
- 41. 41 Behavioural Perspective Changes Theory X Theory Y Attitude Dislike Work. Avoid it. Takean interest in work. Like it. Direction Unambitious: prefer to be directed by Ambitious: capable of directing own Responsibility Avoid responsibility. Seek and accept responsibility. Motivation Unmotivated. Need to be motivated. Are intrinsically motivated. Supervision Need supervision and control. Self-direction and self-control.
- 42. 42 Accepting Psychodynamic Change (Transitions Curve) Kubler Ross (1969) Adam, Hayes, Hopson (1976) Numbness Shock Sudden Awareness Denial Blaming Self Blaming others Panic Dread Testing Experimentation Discovery Learning Feelings of optimism Hope Renewed energy Integration & new meaning Feelings of satisfaction Selfesteem Depression Insecurity Acceptance Acknowledgement ANGER DEPRESSION ACCEPTANCEBARGAINING Time DENIAL
- 43. 43 Assumption: ‘The clearer the goal, the greater the likelihood of achievement.’ “Stupidity is doing the same thing over and over again, but expecting different results.” OutcomeFeelings Behaviours What are my core values? What are my limiting beliefs and attitudes? What is my most effective state? What do I need to be doing? What specific outcomes do I want? Self-concept & values Beliefs Attitudes Cognitive – Achieving Outcome
- 44. 44 Understanding our Humanistic Approach in-depth Combines insights from other approaches and focuses on: • Importance of subjective awareness • Importance of taking responsibility • Significance of the person as a whole entity Emotional self-awareness Ability to engage with others on an emotional level Addresses motivation and behaviour.
- 46. 46 Exclusive Offer for Webinar Attendees Get 25% discount on Agile and Change Management courses exclusively for webinar attendees. Click on the ‘Offer’ in your panel and fill in the form to block your seat now and pay later. This offer is available only for the next 7 days For On-site Group Training requests, email us at corporate@invensislearning.com Block Your Seat Now and Pay Later
- 47. 47 Q & A Session Now the Session is open for Question and Answers Please drop your questions on the Q&A panel on the right side of the screen. If the participants would like to raise a direct question to the trainer you can select the drop down box and select Ask a question so I can unmute your audio.
- 48. 48 Thank you for joining us...
- 49. 49 CONTACT INVENSIS LEARNING Email Us: © Copyright 2020 Invensis Learning Pvt Ltd. All Rights Reserved. support@invensislearning.com www.invensislearning.com USA +1-910-726-3695 | IND +91-96-2020-0784 UK +44 2033-223-280 | Germany +49 2119-5987-989 Switzerland +41-22-518-2042 |
Editor's Notes
- Miracle Margin
- https://www.youtube.com/watch?v=g0Jc5aAJu9g Share the video and discuss
- List two ways how process is different from a methodology
- Identify at least three effective collaboration techniques that a Product Owner can use to work with the Scrum Team (e.g., engaging them in the shared purpose of their work, providing transparency of priorities, ensuring a shared understanding of product backlog items).
- Identify at least three effective collaboration techniques that a Product Owner can use to work with the Scrum Team (e.g., engaging them in the shared purpose of their work, providing transparency of priorities, ensuring a shared understanding of product backlog items).
- Identify at least three effective collaboration techniques that a Product Owner can use to work with the Scrum Team (e.g., engaging them in the shared purpose of their work, providing transparency of priorities, ensuring a shared understanding of product backlog items).
- Identify at least three effective collaboration techniques that a Product Owner can use to work with the Scrum Team (e.g., engaging them in the shared purpose of their work, providing transparency of priorities, ensuring a shared understanding of product backlog items).
- Identify at least three effective collaboration techniques that a Product Owner can use to work with the Scrum Team (e.g., engaging them in the shared purpose of their work, providing transparency of priorities, ensuring a shared understanding of product backlog items).
- List at least three prerogatives (e.g., experiment with new ideas, have access to stakeholders and decision makers, address issues openly) and five responsibilities (e.g., ensure that Scrum is understood and enacted within the organization, act as a change agent, coach the Scrum Team and the organization, increase visibility, lead through influence) of the Scrum Master.
- Lessons and Jujutsu (i-90) Cost of quality (the window) The Manifesto (the red Telecom) Collaborate (PMs, Managers) Deal with them like you do with kids; treat them like adults. Prioritize. Cannot trust that they will know what order to do things at. Need the available mental capacity to focus on what matters. Easy to take shortcuts on the important things. Truck driver i-90. think about the benefits and results of your actions.
- Lessons and Jujutsu (i-90) Cost of quality (the window) The Manifesto (the red Telecom) Collaborate (PMs, Managers) Deal with them like you do with kids; treat them like adults. Prioritize. Cannot trust that they will know what order to do things at. Need the available mental capacity to focus on what matters. Easy to take shortcuts on the important things. Truck driver i-90. think about the benefits and results of your actions.
- Pages 28-32 When explaining this approach it will be a good idea to illustrate it with an example. One type of example which might be worth exploring: organizationally you could take the example of world class customer service – linking it to the organization’s core values (which the individual subscribes to) and which generates a belief in that person of the value and benefits of customer service leading to a positive customer service attitude which the person embodies (in feelings) and which then translates into behaviours. The result of delivering better customer service follows which then reinforces the original notion. You could map a case of where the opposite exists. Difference between virtuous and vicious circles. The cognitive approach is about achieving results through positive reframing. It is about helping people to see the connections between what they think and what they do. If you can get people to change the way they think about things then you can get them to change the way they act. Associated techniques are goal setting and coaching to achieve results. Out of these approaches has grown a way of looking at change within individuals in a very purposeful way. Essentially an individual needs to look at the way he limits himself through adhering to old ways of thinking and replace that with new ways of being. This approach is focused on the results that you want to achieve, though crucial to their achievement is ensuring that there is alignment throughout the cause and effect chain. The cognitive approach doesn’t refer to the external stimuli and the responses to the stimuli. It is more concerned with what the individual plans to achieve and how he goes about this. Self Concept & Values - What are my core values and how do they dovetail with those of my organization? Beliefs & Attitudes – What are my limiting beliefs and attitudes and with what do I replace them? Feelings – What is my most effective state of being to accomplish my goals and how do I access it? Behaviour – What specifically do I need to be doing to achieve my goals and what is my first step? Results – What specific outcomes do I want and what might get in the way? In what ways might delegates see the usefulness of this approach when handling change in organizations? Copyright Acknowledgements: © 2012 ‘Practitioner Handbook’; © 2012 Cameron & Green; © 2004, 2009 Cameron and Green; © 2006 – 2009 People Alchemy Ltd.