Presentation by Craig Smith at Scrum Australia 2013 in Sydney in March 2013. The Scrum Guide defines the Scum 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.
3. Show of Hands…
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4. “ Scrum is an agile framework for
completing complex projects. Scrum
originally was formalized for software
development projects, but works well for
any complex, innovative scope of work.
The possibilities are endless. The Scrum
framework is deceptively simple.
…No matter which impetus stops work,
Scrum Scrum ensures that the most valuable
work has been completed when the
Defined
“”
project ends.
What Is Scrum
(Scrum Alliance)
5. Deliver Stuff Right
Deliver the Right Stuff
at the Right Time
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7. “ The Scrum Master is responsible for
ensuring Scrum is understood and
enacted. Scrum Masters do this by
ensuring that the Scrum Team adheres to
Scrum theory, practices, and rules. The
Scrum Master is a servant-leader for the
Scrum Team.
Scrum The Scrum Master helps those outside the
Scrum Team understand which of their
Master interactions with the Scrum Team are
helpful and which aren’t. The Scrum
Master helps everyone change these
Defined interactions to maximize the value created
“”
by the Scrum Team.
The Scrum Guide, 2011
19. Reality of Enterprise Teams
Customer
Outsourced Teams Offshore Teams
Product Owner/s
Part Time /
Working
Scrum Master/s
From Home
Or Agile coaches
Other Internal Teams
Management
Development Teams
21. Water Scrum Fall
Upfront Iterative and Controlled,
project adaptive infrequent
planning approach to production
process that achieving the release cycle
typically overall plan that is
happens that was first governed by
between IT laid out in the organizational
and the 'Water' stage. policy and
business. infrastructure
limitations
Water-Scrum-Fall
42. Team Practices Team Practices
Co-location Refactoring
Daily standup Continuous integration
Iteration Planning Practices (Acceptance) test
Customer Showcase driven development
Retrospective Automated deployment
Adaptive release plan Incremental design &
Cross functional team architecture
Requirements as stories
Principles Domain driven design
Planning / story wall Technical spikes
Informative workspace Exploratory testing
Burn up/down charts Collective code
Parking lot diagrams ownership
Success sliders Ubiquitous language
Relatively sized work Crafstmanship
One piece flow Values
Kanban
Definition of done Simplicity
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Transparency
Frequent delivery
Customer involvement
Technical excellence
Working solutions Teamwork
Human interactions Self organisation
Customer collaboration Emergent design
Responding to change Continuous
improvement
Sustainable pace
Agile Knowledge Servant leadership
43. Administrative Skills Mastery
Administrative
■ Storywall Organisation
■ Work Area
■ Booking Workshops /
Meetings
■ Collecting metrics
■ Tool organisation
■ Wiki gardening
■ Skilful use of pens, paper,
scissors, sticky tape, blu-tac
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reich/270586d1322432055-allo-allo-c0083506-telephone_switchboard_operator-_1914-spl.jpg
44. Skillset Mastery
■ Mastery of core domain:
software development /
testing / business analysis /
project management
■ Knowledge of other domains
in team
■ Knowledge of business
domain to facilitate
communication with Product
Owner
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45. Facilitation Skills
■ Techniques: Brainstorming,
Affinity Mapping, Wisdom of
the Crowd, Icebreakers,
Futurespectives
■ Achieving session goals and
objectives
■ Being neutral / impartial
■ Keeping focus
■ Achieving concensus with
conflicting priorities and
opinions
■ Keeping decisions and
actions visible
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Flipchart1-Asio.JPG
46. Training Skills
■ Learning Models: Shu Ha Ri,
Graphic, Audible
■ Matching learning to
content and audience
■ Teaching through
demonstration: “Training
from the Back of the Room”
■ Games: Innovation Games,
Gamestorming, Tasty
Cupcakes
■ Mentoring post-training
■ Alternative delivery
methods
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47. Coaching Skills
Coaching Models:
■ GROW Coaching Model
■ PrOpER Coaching Model
■ Results Coaching Model
■ 3 days, 3 things, 3 weeks
■ Integral (AQAL) Model
■ CLEAR Model
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50. Avoid
Scrum-But
Avoid
Scrum
Master-
But
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