What Great Scrum Masters do Right

Transcription

1 2018 Brian Vanderjack Use at your own risk Transforming from a Project Manager to A Scrum Master & What Great Scrum Masters do Right Presenter: Brian Vanderjack, PMP, PMI- ACP, MBA

2 Scrum: The Basic Model 2

3 Agile Manifesto For So=ware Development We have come to value: Individuals and interacfons over processes and tools Working soiware over comprehensive documentafon Customer collaborafon over contract negofafon Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the le3 more. ClipArt.com hnp://agilemanifesto.org/ No copyright claim by Vanderjack on this slide 3

4 Best SituaBons For Scrum New technology Change anfcipated Learning environment Reliable Product Owner MaximizaFon of work not done Stable Team Team size = 7+/- 2 ClipArt.com 4

5 Waterfall Agile Scope Cost Time More fixed More variable Cost Time Scope 5

6 Value of Scrum Welcome change Light weight Client engagement Expedient scope changes Most valuable work gets done*.* Low value work might never get done. 6

7 The Scrum IteraBon/Sprint Cycle Code/Test IteraFon Commit IteraFon Backlog Daily Stand Up Miscellaneous IntegraFon- TesFng Cross- ApplicaFon TesFng & Regression Test DemonstraFon Customer Needs/Business Needs Product Backlog Backlog Grooming on demand RetrospecFve 2018 Brian Vanderjack Deploy into ProducFon As Needed 7

8 3 Parts to a Scrum Team: Scrum Masters Servant Leader (see next slide) Remove impediments Manage Scrum processes Represent team to the outside world Scrum of Scrums Drive adherence to sprints boundaries Maintain team spirit Protect team from Product Owner Clients Leadership ClipArt.com 8

9 About Servant Leadership Defined: The servant- leader is a servant first It begins with the natural feeling that one wants to serve, to serve first. Mission: ConFnually ensuring that other people s highest priority needs are being served. Focus: the growth and well- being of people, and, the communifes to which they belong. ClipArt.com ClipArt.com hnps:// is- servant- leadership/ No copyright claim by Vanderjack on this slide. 9

10 3 Parts to a Scrum Team: Team Input at Backlog Grooming EsFmates Story Points Effort esfmates Commits to User Stories Code/Unit- Test Other tesfng ClipArt.com 10

11 3 Parts to a Scrum Team: Product Owners Will: Understand needs of stakeholders Create User Stories PrioriFze work load Accept work product Run backlog grooming May: Formally present new inifafves to the team Demonstrate finished work product (demo) ParFcipate in DSU Run User Acceptance Test (UAT) Approve test cases for acceptance tesfng 11

12 User Stories: DescripBon A sliver of a requirements document. ClipArt.com 12

13 Annoyances Team never seems to keep crifcal cycle dates in mind Mid Sprint churn External dependencies Team tends to blow off admin. Product Owners ClipArt.com 13

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15 What Great Scrum Masters Do Right Presenter: Brian Vanderjack, PMP, PMI- ACP, MBA 2018 Brian Vanderjack Use at your own risk 15

16 QuesBon: What skill sets do PMs have that would be a great asset to them were they an SM?? 2108 Brian Vanderjack 16

17 Bring it! (your recent skills as a PM) ConnecFons/personal- network CommunicaFon style Risk management Monitor & control Burn down chart ALCM policing Stakeholder Management Dependencies Scrum of Scrums Product Owner ClipArt.com 2108 Brian Vanderjack 17

18 The Fundamental Rule for the SM Team members don t care un0l they know you care. ClipArt.com Adapted from original, anonymous, quote. No copyright claim on this slide by Vanderjack. 18

19 4 Hurdles For the Scrum Master (J. Richard Hackman) Compelling DirecFon (the why) ü Common goal that is clear and challenging Strong Structure ü People responsible for tasks from beginning to end ü Clear norms SupporFve Context ü Access to resources, informafon, and training ü Team is recognized for successes Shared Mindset ü Strong team idenfty ü InformaFon shared ClipArt.com hnps://hbr.org/2016/06/the- secrets- of- great- teamwork Winner: DisFnguished ScienFfic ContribuFon Award of the American Psychological AssociaFon s division on industrial and organizafonal psychology, and both the DisFnguished Educator Award and the DisFnguished Scholar Award of the Academy of Management. Also Harvard and Yale professor.. No copyright claim made by Vanderjack for this slide. 19

20 QuesBon: Why would trust be important to a Scrum Master?? 2108 Brian Vanderjack 20

21 Trust Start with why Do what you say you ll do SFck to scrum Honest regular communicafon with the team Protect team Lead team to fixing impediments ClipArt.com 2108 Brian Vanderjack 21

22 CommunicaBons Share intent Honesty WIIFM Listen! Technical ConversaFonal ClipArt.com 2108 Brian Vanderjack 22

23 Team Building Warmup Games Face- to- face when possible ClipArt.com TeamFirstDevelopment.com 2108 Brian Vanderjack 23

24 To Earn Respect Understand Work (user Stories, defects) Environment Business (as a whole) Work in progress Stakeholder management ClipArt.com 2108 Brian Vanderjack 24

25 Drive to Habit (Charles Duhigg) Cue Habit Reward If you can idenffy the right cue and reward, you can create a sense of craving, you can establish almost any kind of habit Based on the book, The Power of Habit, hnps://slate.com/culture/2012/02/an- excerpt- from- charles- duhiggs- the- power- of- habit.html A Pulitzer- prize winning journalist for the New York Times. The book reached the best seller list for The New York Times, Amazon.com, and USA 25

26 QuesBon: What kinds of rewards can you give your team to enforce good habits?? 2108 Brian Vanderjack 26

27 Passion Have it Show it Demonstrate it ClipArt.com 2108 Brian Vanderjack 27

28 1 Social Contract We are a team, we win together Conflict resolufon Simple CriFcal Team processes Team behavior Dignity and respect Disagree with ideas, not people ClipArt.com Hint: The best Fme to create a Social Contract is during Forming 2108 Brian Vanderjack 28

29 Self Assessment Survey: Do I Live up to the expectafon of Servant Leader? Coach best Scum PracFces in the Team? Manage the relafonship with the Product Owner? Solicit Team Member opinions when problem solving? Communicate news to the team oien, and with transparency? Maintain the Team s focus on important issues? Make the value the team provides the organizafon clear? ClipArt.com 2108 Brian Vanderjack 29

30 Summary The Paradigm ShiI of PM = > SM Scrum: The basic model What the Great Scrum Masters do Right ClipArt.com 30

31 Contact InformaBon LOVE to see Call for Speakers in the Subject line J 31