Make your Scrum team great again
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Scrum is inherently great but you sometimes run easily into serious pitfalls, so you have been doing Scrum in the wrong way, then it becomes worse. Would you like to know those common pitfalls that you are doing wrong in Scrum? How to fix those mistakes to make your Scrum team great again?
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Make your Scrum team great again
- 2. Scrum Master .NET Developer Thai Doan Phuc /in/phucthai
- 4. Scrum • Lightweight • Simple to understand • Hard to master
- 6. Is this your Scrum Master?
- 10. Should avoid • Being a team assistant: • Taking care of team • Solves issues (impediments) for team Should show them they can solve most of their problems by themselves, and be a good coach, facilitator and servant leader.
- 11. Should avoid • Technical expert: • feel a strong need to advise people on what to do Trust the team they are the experts and coach them so they become better
- 12. Daily Scrum
- 14. • Use italics with Axon blue color to highlight keywords of your contents. “The Development Team uses the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog” – Scrum Guide.
- 15. Hmm …
- 18. Scrum board
- 20. “The human brain processes images 60,000 times faster than text, and 90 percent of information transmitted to the brain is visual” - http://www.t-sciences.com A picture is worth a thousand words
- 21. Monitoring progress toward Goals
- 23. Blocker notes
- 24. Scrum Review
- 25. Again?
- 31. Five-step-approach 1. Set the Stage 2. Gather Data 3. Generate Insights 4. Decide What to Do 5. Close the Retrospective
- 32. Set the stage • Purpose: • Focus on the work at hand • Set an environment where everybody feels safe to speak • Activities: • Short introduction • Welcome • Purpose • Timebox • Check-in • happy, angry, apprehensive, sad, and hopeful
- 33. Gather Data • Purpose • Bring the facts of the sprint to the table • Expand everyone’s perspective • What happened, make sure everyone has the same picture • Activities: • Hard facts: • Events • Metrics • Features • Stories completed • Feeling(personal opinions and feelings) • Start Stop Continue • Mad Glad Sad
- 34. Mad Glad Sad
- 35. Gather Data
- 36. Generate Insights • Purpose: • Analyze the data to find root causes • Allows the team to step back, see the big picture • Activities: • Decide for a subject • Dot-Voting • Dive deeper into the selected subject to find the root cause • Five Whys
- 38. 5 Whys
- 39. Decide What To Do • Purpose: • Create action items to improve in the next iterations
- 40. Close The Retrospective • Purpose: • Don’t just walk away but close the retro with an activity • Activities: • One word before leaving • “Please share with us –in one word—how you are feeling now, at the end of this retrospective” • Perform a Retrospective of the Retrospective session • Thank everyone and let them go
- 41. THANK YOU!
Notes de l'éditeur
- Classify audience Have you ever heard about Scrum? Are you using Scrum in your team? How many events/meetings in Scrum? What are they? What are Scrum roles? What questions are often asked in Daily Meeting? What is sprint? “With Scrum, a product is built in a series of iterations called sprints that break down big, complex projects into bite-sized pieces” Have you ever heard about “Scrum Goal”? What do you understand about “self-organizing”?
- Warm up questions relating to Scrum Planning Which activities you often do in Scrum Planning? If you are ScrumMaster? If you are Develoment Team Your SM always decides the estimation? Your SM always solves issues (impediments) by himself? Your SM is technical expert? => He feels a strong need to advise people what to do? Manage the meeting?
- You might wonder: where does it say that the Scrum Master doesn’t lead the events? And if the Scrum Master doesn’t lead them, who does? What IS the Scrum Master’s role at the events? To answer this let’s take a deep-dive into Scrum.
- ScrumMaster is neither manager of the Scrum meetings, nor responsible for scheduling them. Instead, ScrumMaster shall be a facilitator, who takes care about the form of the conversation, not the content.
- Taking care of the team, solve issues (impediments) for them, plan meetings… It’s easy to get there as it seems to be helpful. But only in the short term. Long-term, it will create unconfident people who rely on ScrumMaster and never take over responsibility and ownership. Instead, you shall show them they can solve most of their problems by themselves, and be a good coach, facilitator and servant leader. Facilitation is more than just leading Scrum meetings. As a facilitator, a ScrumMaster should know how to make conversations efficient and smooth. A ScrumMaster should know how to help people and team to agree and make a decision. The ability to facilitate is critical for team success.
- Being a technical expert is dangerous for ScrumMasters. They feel a strong need to advise people on what to do. If you know a better solution, it’s just easier to tell them, then help them to figure it out. Instead, ScrumMaster shall trust the team they are the experts and coach them so they become better.
- Warm up Report to Scrum Master Discuss technical things It is over 15 minutes Don’t share impediments
- The Development Team uses the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog.
- The Development Team uses the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog.
- I like to start a new team like this: I’ll definitely run the first two or three meetings. Then I shift to simply announcing, “OK, everyone, it’s time to start.” I might say, “Who wants to go first?” But I’ll soon stop saying even that. After a few meetings like that, I’ll switch to visibly looking at my watch when the meeting is ready to start and, if necessary, I’ll clear my throat loudly enough that people get the point. I’ll then stand silently until someone says, “Oh, I guess we’re supposed to start.” After a few days of looking at my watch and clearing my throat, I’ll simplify and just look at my watch at the designated start time. After a couple of days of that, I’ll stop even looking at my watch. I’ll just stand there and wait for the team to decide to get started. I definitely don’t stay silent during the entire meeting. I may need to coach a person into providing more detail, or I may politely interrupt someone (“Maybe we should go into the details after the daily scrum”).
- Warm up Physical board or using jira, tfs?
- When practicing Scrum, we can make the sprint backlog visible by putting it on a Scrum task board. Team members update the task board continuously throughout the sprint; if someone thinks of a new task, she writes a new card and puts it on the wall.
- At any point in time, the total work remaining to reach a goal can be summed. The Product Owner tracks this total work remaining at least every Sprint Review. The Product Owner compares this amount with work remaining at previous Sprint Reviews to assess progress toward completing projected work by the desired time for the goal. This information is made transparent to all stakeholders. Various projective practices upon trending have been used to forecast progress, like burn-downs, burn-ups, or cumulative flows. These have proven useful. However, these do not replace the importance of empiricism. In complex environments, what will happen is unknown. Only what has already happened may be used for forward-looking decision-making.
- This is a powerful alternative to a Sprint Burndown. At the end of every Daily Stand-up meeting the team asks themselves; how confident are we that we will be able to finish each User Story by the end of the Sprint? The answer is represented by a Confidence Smiley. When a smiley shifts (from green to orange, or from orange to red) the team grabs the opportunity to discuss what they need to do, how they can help out, and if they need to alert Product Owners and Stakeholders on changes in the forecast. Confidence Smileys offer an instant and simple overview of the team’s sprint progress for anyone else as well.
- If you for some reason become blocked while working on a task, preventing you from moving forward ‐ add a red blocker note on top of that task. This makes the reason known for everyone, and also works as a follow‐up reminder. Review the blockers during the Daily Stand‐up and discuss how to address and resolve each of them. The description clearly states why you are blocked, who you are waiting for (and why), or what the problem is. To make it even clearer, write your own name and the date you became blocked in the corner of the Post‐it.
- Warm up Which retrospective technical are you using? Has no idea on retrospective? There are few of silent people It is not important so you think you can ignore this meeting?
- During a discussion some people might be very outgoing and talking and talking and you can hardly stop them. Some other people like to stay in the background and don’t say much. They just give their opinion when you ask them directly.
- When you skip generating insights, your team may not understand how events, behaviors, and circumstances affect their ability to develop software Lead the team to examine the conditions, interactions, and patterns that contributed to their success. Investigate breakdowns and deficiencies During a discussion some people might be very outgoing and talking and talking and you can hardly stop them. Some other people like to stay in the background and don’t say much. They just give their opinion when you ask them directly.
- You identified a list of possible root cause of the problem and potential solutions. Now you want to decide what you want to do differently in the next Sprint.