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Scrum Mastery Mastering Empathy & Biases

Scrum Mastery Mastering Empathy & Biases

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Scrum Mastery Mastering Empathy & Biases

  1. 1. Scrum Mastery Mastering Empathy & biases
  2. 2. Agile Consultant Anuj M Ojha A Certified Agile practitioner and transformation consultant who helps organizations deliver value to customers and businesses, through team coaching and mentoring, effective collaboration, facilitation and continuous improvement practices Certifications Experience 13+ years of experience with relevant agile experience of 11+ years and have trained 12000+ participants & coached 125+ teams on agile practices & implementation techniques. Have been to various geographies to deliver consulting services. My special area of interest has been bringing in business agility, appropriate mindset & enriching Culture. It all starts from no process to some process which helps teams & companies in being their own better version by healing their broken processes and other aspects. Educational Experience_ • Bachelor of Engineering - Computer Science Areas of Expertise Business Agility, Agile Coaching (Leadership, Business Stakeholders, Product Owners, Scrum Masters, Development Team members, Agile in Distributed Teams & at Scale, Agile Engineering Practices (Pair Programming, TDD, BDD, ATDD & CI) Organisations I have worked with_ ServiceNow, McKinsey, Verifone, Honeywell, Fidelity, SAP Labs, Sourcebits, Dell, Dell EMC, Nets Norway, Maersk, NEC Technologies, Tesco, Reliance JIO, Reliance ADA, Ericsson, Orange, L&T Infotech, Gemalto and many more.
  3. 3. © Benzne. All rights reserved 3 About Us Stability is a flux “Lotus is a an extension of that same concept of equilibrium, of beauty amidst chaos, it is self regenerating, self existent, continuously reproduced from its own matrix, each petal opening is progressive unfolding of our path to end state, negotiating the murky, muddy waters to realise ones own potential.” “Benzne aims to enable organizations and individuals in their journey to constantly innovate and reinvent themself, to help them be agile, open, looking forward to accept change, continuously evolving and yet be in equilibrium, to somehow be in a state of constant flux and yet be stable, much like a Benzene ring.”
  4. 4. Topics to cover Starting with.. Done! What is Agile? Scrum Key concepts Scrum Framework - Roles, events, artifacts, metric Next steps Learning board
  5. 5. Topics to cover Starting with.. Done! What is Agile? Scrum Key concepts Scrum Framework - Roles, events, artifacts, metric Next steps Learning board
  6. 6. Fundamentals ● Change Constant ● React Vs Respond ● Not all changes are good ● Agile is Responding to Change ● It’s inversely proportional to Inertia ● Fail or Succeed faster
  7. 7. 7 Traditional Approach Sequential – series of steps End Result Completed after months, if not years CONCEPTION INITATION ANALYSIS DESIGN CONSTRUCTION TESTING DEPLOYMENT
  8. 8. 8 Courtesy: https://www.meddigital.com/about/ Traditional vs. Agile
  9. 9. 9 Traditional Approach
  10. 10. 10 An Umbrella of Approaches & its Practices An approach where typically requirements & solutions evolve through collaboration of cross functional teams. Agile is NOT a standard…. It’s collection of practices which are • Upheld by Values • Guided by Principles • People Centric • Self Organizing • Value Driven • Collaborative • Servant Leadership An umbrella term for several iterative and incremental software development methodologies.
  11. 11. Year Incidence Who’s Who? 80 years ago IIDD - Iterative and Incremental Design and Development Developed by Dr. W. Edwards Deming Early adopters : DoD, NASA, US Airforce Late 1940s Lean & Kanban Founded by Toyota & Kanban is articulated in software development environment by David J. Anderson in 2005 with other colleagues Lean s/w development by Mary & Tom Poppendieck 1976 Time for movement in agile Tom Gilb argued evolutionary development of adaptive development iterations that provided rapid results & more frequently visible benefits. Mentioned in his book Software Metrics 1980s-90s • Spiral Model • Rapid prototyping, • RAD (Rapid App. Development), • RUP (Rational Unified Process) Developed in response to traditional methods like Structured Systems Analysis and Design Method and other Waterfall models Spiral Model developed by - Barry Boehm RAD developed by – James Martin RUP developed by – Rational S/w Corp. 1995 Scrum (formally introduced) Initial idea by Hirotaka Takeuchi and Ikujiro Nonaka Formally introduced by – Ken Schwaber, Jeff Sutherland & others 1996 XP – Extreme Programming Developed by Kent Beck at Chrysler corp. 1997 FDD – Feature Driven Development Developed by Jeff De Luca at United Overseas Bank, Singapore 2001 Agile Manifesto 17 developers met to develop 4 essential values & 12 principles
  12. 12. Topics to cover Starting with.. Done! What is Agile? Scrum Key concepts Scrum Framework - Roles, events, artifacts, metric Next steps Learning board
  13. 13. Feature I Feature H Feature G Feature F Feature C Feature B Project Progress in SCRUM 13 Project Start Project End Sprint Feature H Feature G Feature F Feature E Feature D Feature C Feature B Feature A Feature A Sprint Feature E Feature D Feature C Feature B Feature A Feature A Sprint Sprint Feature E Feature D Feature C Feature B Feature A Sprint Sprint Feature I Feature H Feature G Feature F Feature E Feature D Feature C Feature B Feature A “Definition of Done” is the key Pre Release Sprint
  14. 14. © Benzne. All rights reserved Example: Online Shopping Experience AUTHENTICAT E FIND & SELECT (MENU CARD) SHOPPING CART PAY TRACK ORDER RETURN OR CANCEL 1st bite of a burger 2nd bite of a burger 3rd bite of a burger USER JOURNEY z z
  15. 15. Topics to cover Starting with.. Done! What is Agile? Scrum Key concepts Scrum Framework - Roles, events, artifacts, metric Next steps Learning board
  16. 16. PAM Product Owner SAM Scrum Master DAM Development Team Form the Scrum Team first!
  17. 17. ● Sole responsible for What, Why & When aspect ● Defines & expresses the Product Backlog Items (PBI) & timely consult with development team ● Prioritising the work in the order of priority ● Identify & optimise the value of the work ● Ensures backlog transparency, always, for all ● Ensures the understanding of the backlog items ● Only PO can make a change in the PBI’s priority ● No one should bypass the PO’s decision & ask Development team to do different work Product Owner
  18. 18. ● Responsible to deliver the potentially shippable increment (DONE items) at the end of each sprint ● Self-organizing: structure & organise their work to create increment themselves ● Cross-functional - has all skill as a team ● No titles & No sub-teams ● May individuals have specialised skill but accountability is with all ● 3-9 development team members Development Team
  19. 19. ● Servant leader ● Problem solver ● Protects team from outside distractions ● Value-focused coaching ● Serves PO - in creating awareness, effective backlog mgmt, clarity of PBIs, empiricism in product planning, prioritising backlog, facilitating events as requested or needed ● Serves DT - in being self-organizing, create high value products, removes blockers/ impediments, facilitating scrum events, coaching individuals ● Serves organization - in scrum implementation, productivity focused, partner with other scrum-masters Scrum Master
  20. 20. ● Time-boxed event ● At the start of it we do just enough planning & at the end we are supposed to deliver a potentially shippable increment ● 1-4 weeks ● Has following - the sprint planning, daily scrums, the development work, backlog refinement, the review & the retrospective ● No changes in sprint dynamics & if changed then it will hamper the sprint goals ● Quality goals are not compromised ● Scope may get re-negotiated between PO & Dev Team ● Each sprint may be considered as a project ● A sprint can be cancelled if it no longer makes sense Sprint
  21. 21. Sprint Timeboxing - suggested Events 1 Wk sprint 2 Wks Sprint 3 Wks Sprint 4 Wks Sprint Sprint Planning 2 hours 4 hours 6 hours 8 hours Daily Scrum 15 min 15 min 15 min 15 min Review 1 hour 2 hours 3 hours 4 hours Retrospective 45 min 1.5 hours 2.25 hours 3 hours
  22. 22. Sprint Timeline - ACTION PLAN (an instance of housekeeping as Inspiration)
  23. 23. This is how a Product Roadmap Plan looks like & the way we execute Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8 Pre- Release Release R E A D I N E S S H A R D E N I N G M O V E TO P R O D FEATURE 1 FEATURE 2 Planned work item Defects/ Incidences New Changes 23
  24. 24. ● 2 primary elements ○ What could be delivered as in increment by the sprint ends? ○ How are we going to achieve the work needed to deliver? ● 4 key inputs to sprint planning ○ The latest increment, team’s sprint capacity, velocity and PBIs ● Bring anyone who can help the development team to decompose the work ● 3 parts ○ Part 1 - ‘What?’ ■ PO explains the sprint objectives ■ All discusses the PBIs needed to achieve them ■ Entire scrum team collaborates to understand ‘WHAT’ ■ Velocity (past performance) guides development team to commit (& ONLY THEY CAN COMMIT) Sprint Planning
  25. 25. ● Part 2 - How? ○ Development team decides how could they deliver the increment to meet goals ○ Decomposes the work into smaller pieces of effort - one day or less ○ If capacity is full then it needs to trade-off or renegotiate on other work items which are more important ● Part 3 - Explain ○ Finally, the Development team explains how could they work as a self-organizing team to achieve the sprint goal & aspired increment Sprint Planning
  26. 26. In Sprint Review, cleaning the board by removing DONE stories 26
  27. 27. In Sprint planning, Check the UNDONE stories from previous sprint & new stories from current sprint 27
  28. 28. Prioritise backlog, splitted down to tasks, finish estimation 28
  29. 29. Step 5 - And everything should have a meaning like... Team name, Sprint#, Start date & End date of sprint Color codes like post-it color signifies its a story or task or kind of task and also distinguishes different goals. Each post it also has estimates like stories have story points and tasks have hours We keep our primary focus towards achieving the sprint goals over finishing only specific tasks Definition of Done helps us in knowing all the necessities that confirms the quality and shared understanding towards work COMPLETION 29
  30. 30. ● For the development team ● Happens every day at the same time & place to reduce complexity ● Purpose is to inspect the progress towards sprint goal & forecast the next work to achieve the sprint goal ● Format is set by the development team & can be conducted in different ways - purpose is to focus on progress towards the sprint goal.. ● Usually 3 questions helps: ○ What did I do yesterday? ○ What will I do today? ○ Do I see any impediments & blockers from meeting the sprint goals? ● After scrum, team often meets for detailed discussion or replan sprint work.. Daily Scrum
  31. 31. ● Scrum Master teaches Development team effective ways ● Its an internal meeting for the development team ● Scrum Master avoids disrupts from others who are present Daily Scrum
  32. 32. Happy Standup :)
  33. 33. ● Happens at the end of the sprint ● Scrum & stakeholders collaborates to check the sprint goals delivered, Increment maturity and changes the backlog to create value in future increment ● SM ensures the purpose of the meeting is known to attendees ● PO explains what is DONE & NOT-DONE ● Dev Team explains their experience while achieving sprint goals ● PO discusses timeline, delivery date, state of Product backlog & maturity of increment ● Review of marketplace experience & next valuable thing to deliver ● At offset, we have a revised backlog based on feedbacks Sprint Review
  34. 34. ● Scrum team inspects itself & identifies action plan for improvement during the next sprint ● Last meeting of the sprint ● It should be positive & productive ● Check the improvements that we were supposed to make during the sprint.. ● Identify what went well & what needs to be improved & how can we make those improvements ● Qualitative & DONE outcomes are always considered Sprint Retrospective
  35. 35. ● Specific to scrum team ● Team must have a shared understanding ● It is used to assess when the work is complete ● It guides the development team in making the commitments ● The Sprint Increment should be potentially shippable hence DOD is important ● Means - qualitative, usable, no risk, thoroughly tested, just enough documentation ● It should be considered as STANDARD of any work Definition of DONE
  36. 36. Topics to cover Starting with.. Done! What is Agile? Scrum Key concepts Scrum Framework - Roles, events, artifacts, metric Next steps Learning board
  37. 37. Agile Journey APPRISE Business Agility Organization Goals & Market demand Here all the functions have to run hand in hand and response continuously to changing business demands and delivering on time so as to sustain and overcome competition ARISE Scaling Agility to Program/ Portfolio/ Product Coaching at Program/ Portfolio level When you want to bring in the agility at a broader layer where the strategies are decided and the success is based on outcomes by multiple teams, technologies and process groups. ASCEND Create High Performing Teams Coaching at Team level When you need to know how to practice, bringing expertise in setting up the agile culture and to harbour the agile mindset in few projects so as to create success stories to cross pollinate. Workshop & Agility Health Assessments AWAKE Awareness & Assessment When you know your problem, then we help you by delivering specific workshops to overcome them. When you do not know your problem, then we can help you by assessing your existing process and recommend the growth plan for your agile transformation journey
  38. 38. THANK YOU www.Benzne.com

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