"Scrum Master - The Team Spirit Guardian" : Presented by Vijay Bandaru
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Lord Krishna was our first Scrum Master who helped "Pandavas" to win the "Kurukshetra" war without using a single weapon. On top of it, he was the almighty with so many invisible powers, but he still guided the "Pandavas" through his servant Leadership. Inspired by this concept, I have created a session to highlight the role of a "Scrum Master" and how can we make a Scrum Master a true "Servant Leader" without so much depending on authority or tools rather concentrating on simple things that can make his contribution to the team a true differentiating factor. Topics covered in the task: - Understanding the team formation stages - 5 dysfunctions of teams - Gauge the team members' behaviours - How a Scrum Master can make his team GREAT - Soft skills for Scrum Master - How a Scrum Master help his team in various situations - Importance of learning for a Scrum Master - Scrum Master's backlog for his team's improvements - Scrum Masters checklist
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"Scrum Master - The Team Spirit Guardian" : Presented by Vijay Bandaru
- 1. … the “team spirit” guardian Scrum Master CSP, CSM, PMI-ACP, ITIL, PMP
- 2. 2 1. MYTH: The best Scrum Masters already worked as a Dev Team member 2. FACT: The ScrumMaster must have courage to do his job 3. MYTH: The best Scrum Masters already worked as Project Manager 4. MYTH: The Scrum Master is the most important role in a Scrum project 5. FACT: The Scrum Master must have good interpersonal skills 6. MYTH: The Scrum Master is one of the decision makers for the project schedule 7. MYTH: The Scrum Master and the Dev Team estimate the Product Backlog items 8. FACT: The Scrum Master must protect the Dev Team from external interference 9. MYTH: The Scrum Master usually cannot change the organization she works for 10. FACT: The Scrum Master is responsible for ensuring that Scrum is correctly used 11. MYTH: The Scrum Master must manage the work of the Dev Team 12. MYTH: The Scrum Master should be the single point of contact to the stakeholders 13. MYTH: The Scrum Master is the Project Leader 14. FACT: The Scrum Master does not have any authority but has responsibility 15. MYTH: The Scrum Master decides when to cancel a sprint Scrum Master Role – Myths & Facts
- 3. 3 Scrum Master Role – SHU – HA- RI Phases Schedule Meetings Team Assistant/Scribe Daily 3 Questions List Impediments Moderate Meetings Protect The Team Diagnose Remove Impediments Team Interface Assign Tasks Decide Technical Issues Evade conflict Bossy Talks Velocity, Timelines Facilitate Meetings Grow The Team Progressively Delegates Help Team Find Causes Make Team Accountable Teach F2F Communication Encourage Collaboration Constructive Conflicts Trainer, Mentor, Coach Cares About Motivation Continuous Learner Focus on Innovation Change Agent Agile Evangelist
- 5. 5Reference: Patrick Lencioni The 5 Dysfunctions of a Team
- 7. 7 ROOTS MUST BE STRONG AND HEALTHY Scrum Master Can Make The Teams “GREAT”
- 8. 8 Soft Skills Matter !!
- 12. 12 Ask yourself a question “how do I learn?” This is the starting point to become agile Tell me, I forget; Show me, I remember; involve me, I understand Curiosity is the first step for learning & ego is the first blocker Learning Pyramid with average retention Rate Learn & Make The Team Learn
- 13. 13 CROSS- FUNCTIONAL HIGH PERFORMANCE SELF ORGANIZED MOTIVATED 1. Encourage secondary skills 2. Arrange training 3. Encourage knowledge sharing 4. Dedicate x% of capacity for learning 5. Move people around 1. Introduce Pair programming 2. Start TDD 3. Introduce Refactoring 4. Start continuous integration 5. Aim for ZQC 1. Manage their own impediments 2. Time boxing 3. Innovative Inspect & Adapt 1. Team building activities 2. Select good metrics 3. Celebrate their success 4. ROWE Scrum Master Backlog
- 14. 14 Morale is a multiplier for Velocity An approach to success: Scrum Masters have to follow the below: Protect – When there are obstacles from outside Pride – For the good work done or when delivered great work Empower – The team Optimism – Process efficiency Celebrate success – To make the moments memorable Create happiness – Genuinely…. How we perform?How we feel? An Approach To Success
- 15. 15 Agile is built on RESPONSIBILITY at all levels of the ORGANIZATION We as Scrum Masters, have to show the responsibility at our level Let our teams also feel the responsibility by closely working with them by addressing their impediments and protect them and support them Help the management understand the Agile and be agile Bridge the gaps at all levels through information radiation ….. How Can You Make The Difference?
Notes de l'éditeur
- These are some of the MYTHS and FACTS of the Scrum Master
- SHU HA RI are the phases in Japanese Marshal Arts. Scrum Master when they start career in the role, they will be in SHU phase Next after having little experience they get to the next level but they sometimes use authority unknowingly At the Nirvana (final stage) they develop lot of important skills that are required for Scrum Master role and become RI
- When a team gets formed, this is the natural flow in the team formation. It takes time to reach the final stage, it is natural But, you as Scrum Master can compress that time.. How? Using the soft skills, coaching skills etc
- 1) Absence of trust. If the members of the team do not trust each other then they cannot be totally honest with each other. 2) Fear of conflict. Without trust people will not have the healthy debates that are necessary to arrive at better thought through decisions. 3) Lack of commitment. If the team have not aligned behind a decision then the individual members who did not agree with the final decision will ultimately be less committed to that decision. 4) Avoidance of accountability. If they are not committed to the course of action, then they are less likely to feel accountable (or hold other people accountable). 5) Inattention to results. Consequently, they are less likely to care about the group results (and instead focus on achieving their own goals). Reference: https://slooowdown.wordpress.com/2011/10/08/a-summary-of-the-five-dysfunctions-of-a-team-by-patrick-lencioni/
- According to 2013 VersionOne survey: 43% of Agile projects fail just because of PEOPLE problems === People mindset is important because agility is all about mindset. Individuals are well behaved but when they work in team, behavior may change Leads to conflicts Tacit knowledge Silo based thinking Focus on individual success rather than team’s success Owning a part of the sprint goal and try to restrict themselves to that area Lack of openness which is one of the most important legs of empirical model Lack of courage
- Effective management of 7 Wastes of software development Effective use of WIP limits and make sure things are delivered based on value Timeboxing the Scrum ceremonies Ineffective retrospectives Lack of importance to quality Making the team truly cross functional DOR & DOD Productive sprint planning meetings Also talk about “I know when I see it” for visible information radiators
- Theory X and Theory Y: When the Scrum team contains more theory Xthe Scrum Master role is more challenging and he needs to struggle if his soft skills are not sufficient enough to tackle the situation. Situational Leadership: Instead of always jump and help the team he needs to let them find the direction. This will help the teams to become self-organized rather than dependent teams Decision making: When scrum master comes with domain or technology backgrounnd he generally tends to make the decision which is close to dectatorship type. In this case the SM has to really wear the SM hat rather than a SME hat and let the team drive the decision Team building: One of very key soft skills especially for the SMs. I generally observed the SMs who spend more time with their teams, who truely behave like servant leaders have got great positive outcome from their teams. Going to lunch together with the team, having team outing events, conducting in house games will really help team bonding
- Try to make people adaptable and flexible Encourage the team to fix the problems without waiting for who broke it or who should fix it Let the team be progressively elaborative Let them take baby steps Experiment and get feedback Take interim inputs from respective stakeholders (PO, Team etc)
- Conduct team bonding activities Pair programming (not with 2 members sitting together with 2 laptops ) Play/fun activities Have a name to your scrum team and T shirt with the logo Have lunch together Team outings Create Results Only Work Environment Scrum master is a very powerful role, so let the team understand this role properly and its responsibilities Encourage innovation wherever applicable
- Try to increase the collaboration Encourage face-to-face communication Appreciate team whenever they do a good job Everyone in the team should have a common understanding of the vision Share knowledge Channelize the teams effort in right direction Keep transparency through information radiators Conduct SWOT analysis and address the weakness and threats through coaching techniques Move people around
- The Scrum Master Backlog will help to Make The Teams Stronger..Together And long lived high Performance Agile Teams
- === Agile is built on responsibility at all levels of the organization === The biggest disability is not having tools, support, etc. It is not having self confidence and courage. We are all courageous so we take the responsibility of changing the organization by showing a change in us
- In order to have a healthy collaboration between PO and the Development team and to ensure every sprint on sprint valuable working software is delivered, you as Scrum Master have to demonstrate these characteristics.