Day 1 from our Scrum master week, the material for the one-day training about discovering the basics of the Scrum master role

1. SCRUM MASTER
BASICS
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2. SCRUM MASTER
ROLE
Like us:
Visit:
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HIGHER
MORE
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@PracticalAgile1

3. ABOUT ME - @ELADSOF
Software developer
Agile coach
LeSS certified trainer
Father and husband
Depeche Mode fan
Amateur DJ

4. SOME WORKING AGREEMENT
If you choose to be here
act like you want to be here

5. SOME WORKING AGREEMENT

6. EXERCISE
Let’s Form Teams

7. Respect the sticky note
One item per sticky, use a sharpie

8. “It ain’t what you don’t know
that gets you into troubles.
It’s what you know for sure
that just ain’t so”
Mark Twain
WHAT WE THOUGHT VS. WHAT WE KNOW

9. TYPE A QUOTE HERE.
Johnny Appleseed
TEXT

10. Requirements
Design
Implement
Test
Acceptance
Analysis
Deliver

11. WINSTON W. ROYCE 1970
"I believe in this
concept, but the
implementation
described above is
risky and invites
failure"

12. 01
WHAT WE
KNOW
The harder we plan and
analyze in the beginning,
the less there’s change in
the project and the more
successful the project
WHAT WE
THOUGHT

13. WHAT WE
THOUGHT
01
WHAT WE
KNOW
There is change always
and responding to it is vital.
Uncertainty is best reduced
by learning from actual
implementation

14. 02
WHAT WE
KNOW
Division of work to
specialized roles and
teams (specification, design
and testing) is efficient
WHAT WE
THOUGHT

15. WHAT WE
THOUGHT
02
WHAT WE
KNOW
Cross-functional teams
reduce complexity and
handoffs and are focused
on delivering value.

16. 03
WHAT WE
KNOW
Multiple parallel programs
speed up the development
WHAT WE
THOUGHT

17. WHAT WE
THOUGHT
03
WHAT WE
KNOW
Parallel work creates a big
management
overhead and waste,
resulting is a less effective
organization.

18. 04
WHAT WE
KNOW
Product development
process can be defined as a
predictable and
repeatable process
WHAT WE
THOUGHT

19. WHAT WE
THOUGHT
04
WHAT WE
KNOW
Product development is an
evolving and adaptive
process

20. Wishful thinking

21. WHAT IS AGILE?

22. Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software

23. Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2.Welcome changing requirements, even late in development.
Agile processes harness change for the customer’s competitive
advantage

24. Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2. Welcome changing requirements, even late in development.
Agile processes harness change for the customer’s competitive
advantage
3. Deliver working software frequently, from a couple of weeks
to a couple of months, with a preference to a shorter timescale

25. Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer’s competitive
advantage
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to a shorter timescale
4. Business people and developers must work together daily
throughout the project

26. Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done

27. Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
6. The most efficient and effective method of conveying
information to and within development team is face-to-face
conversation

28. Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
6. The most efficient and effective method of conveying information
to and within development team is face-to-face conversation
7. Working software is the primary measure for progress

29. Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done
6. The most efficient and effective method of conveying information to
and within development team is face-to-face conversation
7. Working software is the primary measure for progress
8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely

30. Agile Principle 9-12
9. Continuous attention to technical excellence and good
design enhances agility

31. Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not
done – is essential

32. Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not done –
is essential
11.The best architectures, requirements, and designs emerge from
self-organizing teams

33. Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not done –
is essential
11.The best architectures, requirements, and designs emerge from
self-organizing teams
12.At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly

35. Where Scrum Fits?

36. WHAT IS SCRUM?
"Scrum is a team of eight individuals in Rugby.
Everyone in the pack acts together with everyone
else to move the ball down the field in small
incremental steps. Teams work as tight,
integrated units with whole team focusing on a
single goal."

37. THE ORIGIN OF
SCRUM
• Toyota lean concept
• The new, new software
development game
[Takeuchi & Nonaka, 1986]
• Iterative & incremental
development
• Jeff Sutherland
• Ken Schwaber

38. • Understanding that we
cannot predict the future
• One size does not fit all
• Constant improvement
• Transparency & Visibility
• Team work
• Deliver business value fast
(max. 30 days)
• Prioritizing
• Empirical approach
• Fun !!!
SCRUM MAIN IDEAS

39. SCRUM PROCESS OVERVIEW
3 Roles:
Product owner
Scrum Master
Team
4 Ceremonies :
Sprint Planning
Daily
Sprint review
Retrospective
3 Artifacts:
Product Backlog
Sprint Backlog
Burndown Charts

42. When not to use Scrum?
• When the organization is not willing to change its structure.
• When the organization is not interested in changing its culture.
• When the iterations are a constraint and not and enabler
• When the organization is lacking the patience needed to go
through the learning process.
• When the organization is lacking the needed budget to go
through the learning process.
• When you don't have an automatic build system.

43. Johnny Appleseed
MINDMAPS

44. Johnny Appleseed
SM MINDMAP
SM QUESTIONS BEHAVIORS
TOOLSTO LEARN
SM

45. THE SM IS NOT THE BOSS

46. The English verb “to manage” was originally derived
from the Italian “maneggiare", meaning to handle and
train horses
The SM has no authority over the team

47. SCRUM MASTER (SM)
• Scrum - A framework for
managing the development
lifecycle of software products
• Master - A skilled practitioner of
a particular art or activity
• A Scrum master - the leader of
the Scrum process (& team)

48. EXERCISE - LEADING WITHOUT AUTHORITY
WHAT
SHOULD WE
STOP
DOING?

49. SCRUM MASTER
GUIDING QUESTIONS
• How is my team doing?
• How is my PO doing?
• How is my organization doing?
• How are our engineering
practices?

50. SCRUM MASTER
BONUS QUESTION
• How am i doing?

51. SM GUIDING QUESTION
HOW IS MY TEAM DOING?

52. EXERCISE - KNOW YOUR TEAM
WHAT DO I NEED TO KNOW ABOUT MY TEAM?
WHERE CAN FIND THIS INFORMATION

53. SCRUM TEAM
INFORMATION
• Team maturity
• Preferences and feelings
• Skills and knowledge
• Goals
• Boundaries
• Challenges / Impediments
• Progress & transparency
• Quality of communication
• Job satisfaction

54. TUCKMAN’S MATURITY MODEL

55. PREFERENCES AND FEELINGS

56. MAP KNOWLEDGE AND SKILLS

57. CLEARLY
DEFINING GOALS
AND WORKING
AGREEMENTS
FOR THE TEAM

58. UNDERSTANDING BOUNDARIES WITH DELEGATION LEVELS
These cards are part of the
Management 3.0 materials. They
represent the 7 delegation levels
for empowering organizations.
You can find a description of
their use at:
www.management30.com/
delegation-poker

59. PROGRESS AND TRANSPARENCY

60. MOOD AND JOB SATISFACTION

61. QUALITY OF COMMUNICATION

63. Johnny Appleseed
UPDATE YOUR MIND MAP

64. SM GUIDING QUESTION
HOW IS MY PO DOING?

65. EXERCISE - KNOW YOUR PO
WHAT DO I NEED TO KNOW ABOUT MY PO?
WHERE CAN FIND THIS INFORMATION

66. PRODUCT OWNER
INFORMATION
• How is my backlog:
• Backlog items are properly sized,
independent and valuable.
• Are there enough items in the
backlog
• Prioritization of backlog
• Relationship of PO and the team
• Relationship with customers
• Team<—>Custumers relationship
• Understanding of technical debt
• PO understands inspect and adapt.

67. INVEST IN YOUR PRODUCT BACKLOG

68. ENOUGH ITEMS IN THE BACKLOG?

69. ARE ITEMS PRIORITIZED PROPERLY
Priority should be using MVP and MMF
concepts.
It need to be easy for everyone to
repeat the reasoning behind the
priority.
Models such as Kano, MoSCoW and
ROI can be helpful

70. PO <—> TEAM RELATIONSHIP

71. PO <—> CUSTOMER RELATIONSHIP

72. TEAM <—> CUSTOMER RELATIONSHIP

73. UNDERSTAND TECHNICAL DEBT

74. UNDERSTAND INSPECT AND ADAPT

76. Johnny Appleseed
UPDATE YOUR MIND MAP

77. SM GUIDING QUESTION
HOW IS MY ORGANIZATION
DOING?

78. EXERCISE - KNOW YOUR ORG
WHAT DO I NEED TO KNOW ABOUT MY ORG?
WHERE CAN FIND THIS INFORMATION

79. FINANCIAL STATUS

80. INTER-TEAM COMMUNICATION

81. LEARN NEW THINGS AND DELIVER VALUE

82. COST OF CHANGE

83. EXECUTIVE’S INVOLVEMENT

84. ARE YOU A LEARNING ORGANIZATION

85. IS THE ORGANIZATION A GOOD PLACE TO WORK

86. ORGANIZATIONAL
INFORMATION
• Are you financially successful?
• How is Inter-team communication
and collaboration?
• Are teams able to deliver value that
is outside their boundaries?
• Are we agile enough? What is the
cost of change?
• Is higher management involved?
• Are you a learning organization?
• Is your org a good place to work
for?

88. Johnny Appleseed
UPDATE YOUR MIND MAP

89. SM GUIDING QUESTION
HOW ARE OUR ENGINEERING
PRACTICES?

90. EXERCISE - KNOW YOUR ENGINEERING PRACTICES
WHAT DO I NEED TO KNOW ABOUT MY
ENGINEERING PRACTICES?
WHERE CAN FIND THIS INFORMATION

91. ENG. PRACTICES
INFORMATION
• Has the DoD expanded?
• How much time from commit to
deploy?
• Are we familiar and are using ideas
from the field of modern eng.
practices?
• What are latest ideas in the area?
• When is the last time we learned
and tried something new?
• How much budget do we have for
that?

92. EXPANDING THE DEFINITION OF DONE

93. FROM COMMIT TO DEPLOY

94. TECHNICAL EXCELLENCE

95. LATEST ENGINEERING CONCEPTS
Like all professionals, team
members need to stay up to date
by attending trainings &
conferences, reading books,
subscribing to blogs and
software websites.

96. EXPERIMENT WITH NEW PRACTICES

97. BUDGET FOR ENGINEERING

98. ORGANIZATIONAL
INFORMATION
• Are you financially successful?
• How is Inter-team communication
and collaboration?
• Are teams able to deliver value that
is outside their boundaries?
• Are we agile enough? What is the
cost of change?
• Is higher management involved?
• Are you a learning organization?
• Is your org a good place to work
for?

100. Johnny Appleseed
UPDATE YOUR MIND MAP

103. KEEP IN TOUCH : ELAD@PRACTICAL-AGILE.COM