The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum with the authority to make changes to the process, suggest team members take action, and empower members to do tasks correctly, in support of increasing the probability of project success. 

1. The Scrum Master and the Product Owner are critical to success of
agile development teams using Scrum with the authority to make
changes to the process, suggest team members take action, and
empower members to do tasks correctly, in support of increasing the
probability of project success.

2. Ceremony is the Basis of all these
Success Factors
There Are Many Success Factors
for Agile Software Development

3. Successfully
Deploying Scrum
on Acquisition
Gateway
§ The Product Owner
§ The Scrum Master
§ The Development Team
§ Communities of Practice
§ Training and Deployment Plan
§ The Development Team
§ Program Planning and Control
§ Resources
Developing qualified Scrum
Masters, Product Owners, and
Team members for Acquisition
Gateway will remove many of the
gaps in the current assessment of
Agile maturity and how to make
improvements in that maturity.
3

4. The Product
Owner
§ The Auctioneer
§ Straight Up Project Manager
§ The MBA
§ The Catalyst
§ The Mini CEO
§ The User Advocate
§ The Technologist
After the Scrum Master, the
Product Owner is the next critical
position to be addressed for the
project
4
7 Product Manager / Product Owner Archetypes, John Cutler,
https://medium.com/@johnpcutler/7-product-manager-product-owner-
archetypes-db4b484e134d

5. The Product Owner
The Product Owner is …
§ Responsible for maximizing the value of the product
and the work of the Development Team.
§ Is the sole person for managing the Product
Backlog, including
• Clearly expressing Product Backlog items
• Ordering the items in the Product Backlog to best achieve
goals and missions
• Optimizing the value of the work the Development Team
performs
• Ensuring that the Product Backlog is visible, transparent,
and clear to all, and shows what the Scrum Team will work
on next
• Ensuring the Development Team understands items in the
Product Backlog to the level needed
5

6. The Auctioneer
6
Stakeholders
Team
PO
Feature RequestsCapability Outputs

7. The Auctioneer
§ The Product Owner arbitrates the Features that
will be produced by the Team through some sort
of auctioning of the Value produced in exchange
for the Cost of that Value.
§ The skilled auctioneer creates a market for
valuable engineering resources, and figures out
how to get the various stakeholders to play the
game.
§ The skilled auctioneer fosters a shared
understanding of the trade offs between "value"
and "cost".
7

8. Straight Up Project Manager
8
Stakeholders
Team
PO
Feature RequestsStatus of Capabilities

9. Straight Up Project Manager
§ The Product Owner manages which Features will
be produced by the Team in the same way a
Project Manager does.
§ A planned order of which Features are produced
to meet the planned Value stream negotiated
with the Customer during the Project Planning
session early in the project.
§ The status of the delivery of Features is used to
plan future work on the project.
9

10. The MBA
10
Team
Biz
Goals
PO
Technology Org
User
Customer

11. The MBA
§ Lays out the Business Case for the developed
software
§ Facilitates the technology organization’s
interaction with the team
§ Does the analysis of the alternatives from the
Business to the technology organization for
products produced by the Team
§ A business assessment of the Product Manager
aspects of the Product
11

12. The Catalyst
12
Team
Goals
PO
User Market Business
Data and
Feedback

13. The Catalyst
§ A facilitator between the interested parties
§ Team needs to make the connection, Product
Owner only sets up the connection
13

14. The Mini CEO
14
Team
Goals
User Market
BusinessPO
Results

15. The Mini CEO
§ Represents more than the User
§ Has skills and experience to represent Marketing
direction and the business as a whole in that
market
§ This role is considered more of a Leader.
§ A hierarchy exists, but the team accepts it.
§ The team is outwardly and inwardly focused.
15

16. The User Advocate
16
Team
User
PO
User Experience Design
Technology Organization

17. The User Advocate
§ Lobby’s on behalf of the user for the Features
and Stories in the Product Backlog.
§ Assumes the User has all the knowledge,
experience, and skills needed to define the
contents of the Product Backlog.
§ A surrogate for the user in the users absence
17

18. The Technologist
18
TeamBusiness
User
Experience Design
Goals
Results
PO

19. The Technologist
§ The Product Owner is the intellectual owner of
the Technological solution.
§ This is the Chief Engineer or Chief Architect
paradigm.
19

20. The Scrum Master
§ Baseline Assumptions
§ Scrum Master services to the
project
§ Tasks performed by the Scrum
Master
§ Time allocation of roles
§ Evidence of Role being
performed
§ Training plan for Scrum
Masters
Developing qualified Scrum
Masters for each project will
remove many of the gaps in the
current assessment of Agile
maturity and how to make
improvements in that maturity
20
This section is for the entire AG
Team, not just the Scrum Master

21. Baseline Assumptions
§ The Project is subject to FAS OCIO Earned Value
Management Handbook, Revision 2.0, 1 Feb 2012.
§ The customer progress is in units of measure
meaningful to the decision makers …
• Dollars and Hours for contract deliverables
• Stories and Story Points for software development planning
§ If we’re doing Scrum, then we have three (3) roles
• Product Owner
• The Development Team
• Scrum Master
21

22. Scrum Master Orientation is just
not for the Scrum Master
§ The role of the Scrum Master is to facilitate the
activities of the Scrum Team
§ This facilitation requires all the Team Members
and Product Owner(s)
22
The Scrum Master does anything possible to help the team
perform at their highest level. This involves removing any
impediments to progress, facilitating meetings, and working
with the product owner to make sure Product Backlog Items
are in good shape and ready for the next sprint.
‒ Mike Cohn

23. 42 Tasks of the Scrum Master [1]
Meetings
1. Prepare for meeting
2. Moderate meeting
3. Post processing of meeting outcomes
4. Hold Retrospective meeting
23
Team Dynamics
5. Coaching team members
6. Mediating through conflicts.
7. Helping the team to make decisions.
8. Fostering the developer team’s self-organization.
9. Mediate general conflict of goals between development team (high technical quality) and product
owner (more features).
Learning
10. Continuing learning of everything Agile
11. Consulting on everything Agile.
12. Help create information radiators.
13. Giving feedback to team.
14. Encouraging the use of Agile Engineering Practices
15. Challenge team with Agile management innovations.
16. Exchanging constantly with other Scrum masters
17. Doing Gemba Walks.

24. 42 Tasks of the Scrum Master [1]
24
Product
18. Helping to write or split user stories.
19. Helping to write or adapt product visions.
20. Helping to order product backlog items.
21. Helping with the release planning.
22. Being familiar with the team’s work (i.e. the product).
Big Picture
23. Bringing people together who should talk to each other.
24. Keep in touch with every stakeholder regularly.
25. Help the team to report to management.
26. Help further the Agile community within the organization.
27. Organize exchange events.
28. Share insights throughout the company.
29. Be the contact person for everyone regarding Agile.
30. Give learning opportunities to people in the organization
Change
31. Help the team to get rid of impediments.
32. Suggest new metrics for the team as catalysts for change.

25. 42 Tasks of the Scrum Master [1]
25
Mirror
33. Reflecting Agile and Scrum values to the team.
34. Reminding the team of their arrangements (e.g. policies).
35. Helping the team to continuously improve their process.
36. Reflecting issues to the team through observation from outside of the team.
37. Asking open questions.
38. Checking all the models the team uses (e.g. Sprint backlog, metrics, etc.) and show them
differences between the model and the real world.
Miscellaneous
39. Help team stay focused
40. Help team maintain their Scrum tools
41. Help team and Product Owner find a suitable Definition Of Done
42. Help team and Product Owner find a suitable Definition Of Ready

26. Scrum Master is a Full Time Job [2]
26
Scrum Master Activities during the Sprint Hours
Ceremonies and Meetings ‒ daily scrum, scrum of scrums,
Sprint review
21
Team Activities ‒ 1 on 1 coaching, removing impediments,
collecting and reporting metrics, organizing team
16
Learning ‒ reading, preparing hot topics, coaching technical
processes, Gemba walks
21
Product Owner support ‒ reviews, coaching, grooming,
planning
9
Organization ‒ Community of Practice, sharing and
exchanging with other SM’s, coaching management
17
84

27. Scrum Master Training Plan
§ Identify candidates for Scrum Master on each
portfolio
• 20 to 25 people
§ Take Self training and get PSM certification at
www.scrum.org
• Scrum Master Training Manual: A Guide for the Professional
Scrum Master at
http://www.capeprojectmanagement.com/agile_exams.html
• Scrum Master Certification: PSM Exam: Preparation Guide
and Handbook
• https://capeprojectmanagement.learnupon.com/store/52455
-on-demand-scrum-master-certification-training-90-days-
access
27

28. The Scrum Master
The Scrum Master is responsible
for ensuring the Scrum practices
are understood and enacted, by
ensuring the Development Team
adheres to Scrum Theory,
Practices, and Rules.
The Scrum Master focuses on the
How not on the What of the
outcomes from the Development
Team
28
Scrum Master role is crucial
as it acts as the buffer
between the Development
Team, the Product Owner,
and the process overhead
created by Scrum.

29. The Scrum Master is the Leader of the Band†
The Art of
conduction consists
in knowing when to
stop conduction to
let the orchestra play
‒ Herbert von
Karajan
† ”Leader of the Band – Six Attributes of a Good Scrum Master” ‒ Mike Cohn

30. Three Roles of the Scrum Master
on the Agile Team
§ Development Team ‒ builds and demonstrates
the working software
§ Product Owner ‒ identifies what needs to be built
for each sprint.
§ Scrum Master ‒ coaches the team in
understanding and executing the Scrum process.
30

31. What is a Scrum Master?
The Scrum Master …
§ is responsible for making sure the Development
Team lives by the values and practices of Scrum.
§ is a coach for the Development Team, helping
the team do the best work it possibly can, using
the values and practices of Scrum.
§ is the process owner for the team, creating a
balance between the Development Team and the
project's key stakeholder, the Product Owner.
31

32. Scrum Master Servers Three
Project Participants
32
Scrum Master
Product
Owner
The
Organization
Development
Team
§ Technique to Effectively manage product Backlog
§ Help team understand product planning
§ Ensure Product Owner knows how to arrange
Product backlog to maximize value
§ Facilitate Scrum events
§ Coach the Team in self-organization and cross-
functionality
§ Help create high value products
§ Remove impediments
§ Facilitate Scrum events
§ Lead and coach organization in Scrum adaptation
§ Plan Scrum implementation within the organization
§ Help enact Scrum and empirical product
development
§ Work with other Scrum masters to increase
effectiveness of Scrum

33. Roles of the Scrum Master (1)
The Scrum Master …
§ does anything possible to help the team perform
at their highest level.
§ removes any impediments to progress,
facilitating meetings, working with the product
owner to make sure the Product Backlog is in
good shape and ready for the next Sprint.
§ role is commonly filled by a former project
manager or a technical team leader but can be
anyone.
33

34. Roles of the Scrum Master (2)
The Scrum Master …
§ is often viewed as a protector of the team.
§ protects the team by making sure they do not
over-commit themselves to what they can
achieve during a sprint due to pressure from an
overly aggressive product owner.
§ and also protects the team from complacency.
34

35. 42 Tasks of the
Scrum Master†
§ Meetings
§ Team Dynamics
§ Learnings
§ Product
§ Big Picture
§ Change
§ Mirror
§ Miscellaneous
There are many tasks for the
Scrum Master. Here are 41 critical
activities that must be performed
during the Sprint, Product
backlog Grooming, and other
Scrum processes
35
† Bernd Schiffer

36. 42 Tasks of the Scrum Master [1]
Meetings
1. Prepare for meeting ‒ agenda, for Team needs
2. Moderate meeting ‒ provide guidance for the
ceremonies of the meetings
3. Post processing of meeting outcomes ‒ collect action
items
4. Hold Retrospective meeting ‒ guide the retrospective
from a topic coverage point of view
36

37. 42 Tasks of the Scrum Master [1]
Team Dynamics
5. Coaching team members ‒ in their role on the Scrum
team
6. Mediating through conflicts ‒ intervention with team to
maintain communication and mutual accountability
7. Helping the team to make decisions – facilitate but don’t
lead, team must be self directed
8. Fostering the developer team’s self-organization –
provide framework for self-organization
9. Mediate general conflict of goals between development
team (high technical quality) and product owner (more
features).
37

38. 42 Tasks of the Scrum Master [1]
Learning
10. Continuing learning of Agile ‒ be source of learning
11. Consulting on Agile ‒
12. Help create information radiators ‒ move Rally small
screen to Big Visible Charts
13. Giving feedback to team ‒ provide constant feedback on
Scrum processes
14. Encouraging the use of Agile Engineering Practices
15. Challenge team with Agile management innovations.
16. Exchanging constantly with other Scrum masters
17. Doing Gemba Walks.
38

39. 42 Tasks of the Scrum Master [1]
Product
18. Helping to write or split user stories ‒ facilitate team
consensus on story decomposition
19. Helping to write or adapt product visions.
20. Helping to order product backlog items.
21. Helping with the release planning.
22. Being familiar with the team’s work (i.e. the product).
39

40. 42 Tasks of the Scrum Master [1]
Big Picture
23.Bringing people together who should talk to each other.
24.Keep in touch with every stakeholder regularly.
25.Help the team to report to management.
26.Help further the Agile community within the organization.
27.Organize exchange events.
28.Share insights throughout the company.
29.Be the contact person for everyone regarding Agile.
30.Give learning opportunities to people in the organization
40

41. 42 Tasks of the Scrum Master [1]
Change
31. Help the team to get rid of impediments.
32. Suggest new metrics for the team as catalysts for
change.
41

42. 42 Tasks of the Scrum Master [1]
Mirror
33.Reflecting Agile and Scrum values to the team.
34.Reminding the team of their arrangements (e.g.
policies).
35.Helping the team to continuously improve their process.
36.Reflecting issues to the team through observation from
outside of the team.
37.Asking open questions.
38.Checking all the models the team uses (e.g. Sprint
backlog, metrics, etc.) and show them differences
between the model and the real world.
42

43. 42 Tasks of the Scrum Master [1]
Miscellaneous
39. Help team stay focused
40. Help team maintain their Scrum tools
41. Help team and Product Owner find a suitable Definition
Of Done
42. Help team and Product Owner find a suitable Definition
Of Ready
43

44. Evidence of the 42 Tasks
44
Meetings Evidence
Prepare for meetings
§ Agenda prepared ahead of time
§ Items collected from team
§ Consensus on priorities of items
Moderate meetings
§ Agenda guides meeting
processes
§ Unplanned items captured and
acknowledged
Post processing of meetings
outcomes
§ Outcomes published
§ Commitments confirmed
§ Unplanned items scheduled for
next meeting
§ Accountability recognized
Hold Retrospective Meetings
§ Follow a formal retrospective
check list
§ Publish meeting minutes

45. Evidence of the 42 Tasks
45
Team Dynamics Evidence
Coaching team members § Named members coaching on
each Sprint
Mediating through conflicts. § Keep a diary of activities
Helping the team to make
decisions.
§ Keep a diary of activities
Fostering the developer team’s
self-organization.
§ Evolving organization charts
with evolving roles
Mediate general conflict of goals
between development team (high
technical quality) and product
owner (more features).
§ Keep a diary of activities

46. Evidence of the 42 Tasks
46
Learning Evidence
Continuing learning of everything
Agile
Increased understanding of Scrum
processes ‒ spreading the word
Consulting on everything Agile
Help create information radiators Posters, cards, check lists
Giving feedback to team
Regularly schedule round table
discussions
Encouraging the use of Agile
Engineering Practices
Be the initiator of “best practices”
Challenge team with Agile
management innovations
Introduce new process
innovations regularly
Exchanging constantly with other
Scrum masters
WIKI content updated regularly
Doing Gemba Walk
(Go see, ask why, show respect)
Using the 10 Gemba Walk
questions

47. Evidence of the 42 Tasks
47
Product Evidence
Helping to write or split user
stories
Before and after stories from the
Product Backlog
Helping to write or adapt product
visions
Participate in the product
visioning with process support
Helping to order product backlog
items
Participate in the Product Backlog
grooming with process support
Helping with the release planning
Interact with Release Train
Engineer for process improvement
Being familiar with the team’s
work (i.e. the product)
Have an understanding of the
technical work, to provide advice
for process improvement

48. Evidence of the 42 Tasks
48
Big Change Evidence
Bringing people together who should
talk to each other.
List of connections
Keep in touch with every
stakeholder regularly.
Scheduled connections
Help the team to report to
management.
Record of management meetings
Help further the Agile community
within the organization.
Schedule meetings and reports of
outcomes
Organize exchange events. Agenda of events
Share insights throughout the
company.
Record of information exchange
Be the contact person for everyone
regarding Agile.
Mailing list
Give learning opportunities to
people in the organization
Produce material and distribute
them

49. Evidence of the 42 Tasks
49
Change Evidence
Help the team to get rid of
impediments.
§ Log of impediments, their
removal, corrective actions, and
lessons learned for future
opportunities
Suggest new metrics for the team
as catalysts for change.
§ Processes require metrics to be
tested with a measure and a
counter measure.
§ Keep track of both and show
measurable improvement in
processes and how that
impacts measureable
improvement in the production
of value to the customer

50. Evidence of the 42 Tasks
50
Mirror Evidence
Reflecting Agile and Scrum values to
the team.
§ Traceable values of Agile
into actions of the team
Reminding the team of their
arrangements (e.g. policies).
§ Process confirmation
Helping the team to continuously
improve their process.
§ Showing current and
improvement of processes
with metrics
Reflecting issues to the team through
observation from outside of the team.
§ Continuous improvement
using metrics
Asking open questions.
§ Record of questions and
answers
Checking all the models the team uses
(e.g. Sprint backlog, metrics, etc.) and
show them differences between the
model and the real world.
§ Big Visible Chart of team
performance with metrics

51. Evidence of the 42 Tasks
51
Miscellaneous Evidence
Help Team stay focused
§ Assess process efficacy every
day
Help Team maintain their Scrum
tools
§ Assess tools efficacy every day
Help Team and Product Owner
find a suitable Definition Of Done
§ Facilitate DoD in units of
measure meaningful to the
decision makers
§ MOE, MOP, TPM KPP
Help Team and Product Owner
find a suitable Definition Of Ready
§ Facilitate DoR in units of
measure meaningful to the
decision makers

52. Scrum Master
Time Allocation
§ Ceremonies and Meetings ‒
Scrum is a process framework
with specific ceremonies and
meeting conducted during the
execution of that process.
§ Team Activities – the Scrum
Master looks after the team in a
coaching manner
§ Learning – Scrum success
dependents on continuous
learning, lead by the Scrum
Master
§ Product Owner Interactions ‒
the Scrum Master is the primary
interface with the Product Owner
for the Development Team
§ Organization ‒ a Community of
Practice is the basis for success
of the Scrum Master
During the Sprint, the Scrum
Master performs specific duties.
These duties have allocations of
time as a framework
52

53. Scrum Master is a Full Time Job [2]
53
1 ‒ Ceremonies and Meetings Hours
Daily Scrum (15 Minute time boxed for 2 weeks) 2.5
Follow Up on Daily Scrum 2.5
Ceremonies 6
Preparing for Ceremonies 3
Follow Up from Ceremonies 3
Scrum of Scrums 2
Sprint Review (for 2 week Sprint) 2
21

54. Scrum Master is a Full Time Job [2]
54
2 ‒ Team Activities Hours
1 on 1 Coaching 4
Removing Impediments 8
Collecting and Updating Metrics 1
Organizing Team Celebrations 1
Team Celebrations 2
16

55. Scrum Master is a Full Time Job [2]
55
3 ‒ Learning Hours
Reading Books, Blogs, Papers, Articles 6
Preparing Hot Topics 6
Teaching Hot Topics 3
Coaching on Technical Practices 4
Gemba Walks to Other Teams 2
21

56. Scrum Master is a Full Time Job [2]
56
4 ‒ Product Owner Hours
Review Product Backlog 1
Coaching Product Owners on Product backlog 1
Product backlog Grooming Sessions 2
Prepare Release Planning 2
Release Planning 2
Facilitate Meetings with Product Owner 1
9

57. Scrum Master is a Full Time Job [2]
57
5 ‒ Organization Hours
Contribute to Community of Practice for the Project 8
Organize Sharing and Exchange Events for the Project 2
Share and Exchange Knowledge and Experience on the
Project
2
Coach Project Management 5
17
Total Hours on Two Week Sprint for Scrum Master 84
The Scrum Master’s job is to work with the Development Team
to increase the Transparency of all artifacts produced by these
activities.

58. Artifacts From the Performance of
Scrum Activities (1)
58
Ceremonies and Meetings Artifacts
Daily Scrum
§ Ensures development team has
the meeting
§ Enforces the rule that only
Development Team members
participate in the meeting
Follow Up on Daily Scrum § Actions from inspect and adapt
Ceremonies
§ Localized ceremonies beyond
standard Scrum activities
Preparing for Ceremonies
Follow Up from Ceremonies
Scrum of Scrums § Interactions between projects
Sprint Review
§ Assures meeting take place.
§ Collaborate about what was
done during the Sprint
§ Revised Product Backlog

59. Artifacts From the Performance of
Scrum Activities (2)
59
Team Activities Artifacts
1 on 1 Coaching
§ Planned interactions during the
Sprint
§ Planned interactions during
external activities
Removing Impediments
§ Keep log of all impediments
§ Keep log of all removal
activities
Collecting and Updating Metrics
§ Define metrics for process
performance
Organizing Team Celebrations
§ Define celebrations for Scrum
processes
Team Celebrations § Host the teams

60. Artifacts From the Performance of
Scrum Activities (3)
60
Learning Artifacts
Reading Books, Blogs, Papers,
Articles
§ Maintain library of reading
materials for Teams
Preparing Hot Topics
§ Have a weekly hot topic for
Teams
Teaching Hot Topics
§ Prepared materials and teach
content to Teams
Coaching on Technical Practices
§ Identify gaps and teach
processes needed to close them
Gemba Walks to Other Teams
§ Conduct personal observations
of work where the work is
happening

61. Artifacts From the Performance of
Scrum Activities (4)
61
Product Owner Artifacts
Review Product Backlog
§ Refine Product Backlog
§ Monitor progress toward Goal
Coaching Product Owners on
Product Backlog
§ Meeting notes from the
coaching activities
Product Backlog Grooming
Sessions
§ Assure Product Backlog
sessions performed
Prepare Release Planning
§ Release plan derived from
Engineering Estimate for
Features and estimates
Release Planning
§ Features sequenced in the
Release Plan and recorded in
the Product Roadmap
Facilitate Meetings with Product
Owner
§ Confirm Release Plan and
Product Roadmap with Product
Owner

62. Artifacts From the Performance of
Scrum Activities (5)
62
Organization Artifacts
Contribute to the Project
Community of Practice
§ Provide content as member of
Community of Practice
Organize Sharing and Exchange
Events for the Project
§ A shared storage are for
materials
Share and Exchange Knowledge
and Experience on the Project
§ A WIKI of so sort for all the
shared materials
§ Use WIKI to communicate
materials
Coach Project Management
§ Provide supporting materials
for management on Scrum
processes and application to
specific project

63. NEVER Rotate the Role of the
Scrum Master ‒ Mike Cohn
§ Stakeholders don't really understand the duties of the Scrum
Master, and they can start believing that anybody can do it.
§ Someone who has rotated into the role usually has other non-
Scrum Master tasks to perform during the sprint, and these
often take priority.
§ It's hard to train enough people to do the role well,
since particular skills are needed.
§ Some people will use their time as Scrum Master to try to push
through changes to the process.
§ Designating someone as Scrum Master for a sprint or two
does not automatically make someone value the job, which
can lead to Scrum Masters who think Scrum is a mistake.
63
Never have the same person be the Scrum Master and
Product Owner

64. Training Scrum
Master
§ Start a Scrum Master
Community of Practice
§ Scrum Master’s self organize in
the COP for learning,
knowledge sharing, coaching,
work sharing.
§ Evolve into a self-supporting
team to increase the
Probability of Project Success
A Team is a group of qualified
individual who hold each other
accountable for a shared outcome
‒ Jon Katzenbach, The Wisdom of
Teams
64

65. A Reminder About Teams
§ Teams always outperform working groups of individuals when the teams are properly
understood and supported.
§ Many managers don't understand teams and most don't act on what they do know.
§ To really come together as a team, a group needs a performance challenge.
§ This high-performance team must have a clear, specific purpose that is distinct from
the purpose of its larger organization.
§ Team success depends on having the right mix of skills, not the right personalities.
§ Team achievement requires discipline.
§ Forming teams requires time; driving them to high performance takes enthusiasm.
§ Make team success more likely by sharing work approaches and behaviors, and by
communicating frequently and clearly.
§ Real teams are uncommon in the upper levels of companies due to organizational
structures, demands on executive time and hierarchical assumptions.
§ Teams go through a natural life cycle, from separate individuals, to a coalition, to a
higher performance mode in which members care about one another.
65

66. Getting Trained
§ Take full on Scrum Master from Cohn
§ Take Cape Project Management course
§ Build our own from all the Books, Papers, and
web site material
66

67. The Development
Team
§ Self-organizing with ability to
turn Product backlog into
potentially releasable
functionality.
§ Cross functional with all skills
needed to complete the Sprint.
§ No titles other than Developer
§ No sub-Teams except where
mandated by governance. E.g.
EO 13636.
§ May have specialized skills and
areas of focus ‒ but
accountability belongs to the
team.
Professionals who work together
to deliver potentially releasable
software at the end of each Sprint
67
A team is “a small group of people with
complementary skills who are committed to a common
purpose, performance goals, and approach for which
they are mutually accountable” – Jon Katzenbach

68. Confirmation of these properties
68
Property Confirmation
Self Organizing The team can state how they have organized
Cross Functional
The team can state which members have what
skill and how those skills fulfill the cross functional
No Sub Teams
Visibility that there are no sub‒teams on the
Scrum team. That is the
Specialized skills
State what special skills are needed, beyond the
cross functional skills of the team. This could be
Cyber Security, performance management, or
other unique skills.

69. Program Planning
and Controls
Processes
§ Planning
§ Risk and Margin Management
§ Schedule Development
§ Cost Estimate Development
§ Execution
§ Cost Control
§ Progress and Performance
Management
§ Change Management
§ Status Reporting
69

70. Planning
§ Develop the Product Roadmap showing what
Capabilities are needed when
§ Develop the Release Plan for the Features in the
Product Roadmap
§ Document Features needed to implement the
Capabilities
§ Define any special skills needed by the team
§ Identify the methods of communicating scope
development with the customer (Product Owner)
§ Determine if independent reveiws will be needed
70

71. Risk and Margin Management
§ Identify who will be responsible to maintain the
Risk Register
§ Determine if risk analysis will be needed
§ Define how the Product Owner will interact with
the Risk Management Process
§ Define the risk probabilities will impact target
cost and schedule
§ Develop a cost margin
§ Determine of time reserve is needed for the
Product Roadmap and Release Plan
71

72. Schedule Management
§ Define the schedule (Release Plan) objectives in
terms of business or technical capabilities.
§ Define the level of throughput needed to deliver
each Feature as needed in the Product
Roadmap and Release Plan
§ Identify how resuoces available impacts the
planned production of Features
72

73. Cost Estimate Development
§ Define cost objectives
§ Assign responsibility for overall cost
management and reporting
§ Outline how the cost estimate will be developed
using standard cost estimating template
§ Decide if independent reviews of cost estimates
are needed
§ Decide how cost estimates will be docuemented,
measured, and reported
73

74. Execution
§ Assign responsibility for tracking the progress to
plan for the planned work and the impact on cost
and schedule
§ Define expectations between the Product Owner,
the Scrum Manager, and Development team
during execution
§ State how the time reserve will be used
§ Define how estimate updates will be used
§ Define the interface between the control of the
scheduled dleiverables and progress
measurement
74

75. Cost Control
§ Assign responsibility for cost control
§ Decide how often cost will be reported
§ State how time and cost margin will be managed
and applied
75

76. Progress and Performance
Measurement
§ Progress is measured as physical percent
complete of the planned deliverables versus the
actual deliverables
§ Starting with the Product Roadmap and Release
Plan, the physical percent complete is defined as
the production of a Capability to solve a business
problem.
76

77. Change Management
§ Agile is about managing in the presence of
Change.
§ Change management in Agile means, the
analysis of alternatives to an emerging need to
deliver a business Capability
§ Change Management means knowing the impact
of any suggested change ‒ emergent
requirements ‒ on the Value produced by the
development work.
77

78. Margin Management
§ No project can be successful without cost,
schedule, and technical performance margin
§ How much margin is the question
§ Defining this margin starts with a model of the
work flow from the Product Road Map and
Release Plan, with the implementation details at
the Story and Task level
§ Some form of a model is needed to determine
past performance and the needed margin to
protect the deliverables in the future
78

79. Status Reporting
§ Delivery to Plan is the primary measure of status
reporting
§ Here’s a simple example
• We planned to deliver X stories in the next release and
we delivered Y stories.
§ There can be other measures of performance
based on
• Testing
• All the …ilities of the product
• Performance
• Etc. etc. etc.
79

80. Communities of
Practice
§ Just like communities of
developers with interchangeable
skills, Scrum Masters
communities across multiple
projects
§ Mutual support, knowledge
exchange, capacity backup,
collective improvement of the
Scrum processes
Communities of practice can span
more than one project.
Scrum Masters will form their own
Community of Practice for all the
activities performed during the
performance of the Scrum Master
role
80

81. Community of Practice
81
https://www.scrumalliance.org/community/articles/2014/april/a-scrummasters-cop-start-up
A: Actively
G: Gain
I: Improvements by
L: Learning
E: Everyday

82. Scrum Community of Practice
§ Forms organically ‒ peer group with internally
generated agenda
§ Self-organizing ‒ leadership emerges according
to the changing need
§ Span more than one project ‒ span the program
82

83. Characteristics of Successful
Communities of Practice†
83
Successful
COP
Passionate
Leader
Proper Agenda
Decision
making
authority
Supporting
Tools to Create
Transparency
Suitable
Rhythm
Cross Site
Participation
Interesting
Topic
† “Communities of practice in a large distributed agile software development organization – Case Ericsson,”
Maria Paasivaara, Casper Lassenius, Information and Software Technology, Volume 56, Issue 12, December
2014, Pages 1556–1577

84. Artifacts of Large
Scrum Programs
§ Governance
§ Product Artifacts
§ Release Artifacts
§ Sprint Artifacts
§ Feature Artifacts
Artifacts are one piece of
evidence Scrum is being
performed.
They are not the only evidence,
but without the artifacts the other
evidence will not be sufficient for
success of the team
84

85. Governance
§ Risk Assessment
§ Architecture Standards
§ Test Plan
§ Contracts And Their Management
§ Reference Architecture
85

86. Product Artifacts
§ Product Backlog
§ Product Architecture Implementation
§ User Acceptance Testing
§ Product Release Plan
86

87. Release Artifacts
§ Regression Testing
§ Released Code
§ Release Plan
§ Integration Tests
87

88. Sprint Artifacts
§ Sprint Backlog
§ User Story Estimates
§ Burn Down Charts
§ Status Board
88

89. Feature Artifacts
§ Code Development
§ Feature Enhancements
§ Defects
§ User Stories
§ Detailed Design
§ Test Criteria
§ Units Tests
89

90. Resources
Knowledge is of two kinds.
We know a subject ourselves, or
we know where we can find
information upon it.
– Samuel Johnson
90
Samuel Johnson 1709 ‒ 1784

91. Resources (1)
§ Practices for Scaling Lean and Agile Development, Craig Larman, Addison
Wesley
§ Agile Software Requirements, Dean Leffingwell, Addison Wesley
§ Succeed With Agile, Mike Cohn, Addison Wesley
§ The Scrum Guide, July 2016
§ Essential Scrum: A Practical Guide to the Most Popular Agile Process,
Kenneth Rubin
§ Agile Project Management with Scrum, Ken Schwaber
§ The Scrum Field Guide: Practical Advice for Your First Year, Mitch Lacey
§ Scrum Shortcuts without Cutting Corners: Agile Tactics, Tools, & Tips, Ilan
Goldstein
§ Scrum Mastery: From Good to Great Servant-Leadership, Geoff Watts
91

92. Resources (2)
§ Facilitator’s Guide to Participatory Decision-Making, Sam Kaner
§ Agile Retrospectives: Making Good Teams Great, Derby and Larsen
§ Coaching Agile Teams, Lyssa Adkins
§ The Wisdom of Teams Creating the High-Performance Organization, Jon R.
Katzenbach and Douglas K. Smith, Harvard Business School Press
§ Scrum Liner training,
https://www.objectbay.com/eu/en/article/scrumliner_simulation_game
§ Communities of Practice http://hbswk.hbs.edu/archive/2855.html
§ Scrum Masters Checklist http://blogs.collab.net/agile/a-scrummasters-
checklist
§ “Communities of practice in a large distributed agile software development
organization – Case Ericsson,” Maria Paasivaara, Casper Lassenius,
Information and Software Technology, Volume 56, Issue 12, December
2014, Pages 1556–1577
92

93. References
[1] “42 Tasks for a Scrum Master’s Job,” Bernd Schiffer, Agile Trail, 2011
[2] “Planning the Scrum Master Role,” Francesco Attanasio, Scrum Alliance,
2013.
[3] “What Are Communities Of Practice? A Critical Review Of Four Seminal
Works,” Andrew Cox,
http://www2.warwick.ac.uk/fac/soc/wbs/conf/olkc/archive/oklc5/papers/e-
4_cox.pdf
93

94. Backup Material

95. Master Training
and Deployment
Plan
§ Training Plan
§ Training Materials
§ Training deployment
§ Surveillance effectiveness of
training
§ Community of practice
facilitation
Training is needed, but
surveillance of trained Scrum
Masters is also needed. As as
facilitation of the Community of
Practice
95

96. Master Plan to Deploy Scrum
Masters Across the Project
1. Identify candidate Scrum Masters in existing
staff
2. Build training plan for these candidates, using
external processes
3. Build deployment plan for each Portfolio and
projects in the Portfolio
4. Define artifacts needed for Scrum Masters to
start work
5. Define evidence Scrum is being applied with the
Scrum Framework by the Scrum Masters.
96

97. Training Materials
§ Book assignments
§ Online courses
§ Online certifications
§ Train the Trainer
97

98. Training Deployment
§ Hands on oversight of processes
• Confirmation that training materials have been read
and understood
• Confirm comprehension of on line training test results
98

99. Training Assessment
§ Evidence based assessment
§ Artifacts reviewed and assessed weekly
§ Observational assessments
99

100. Effectiveness Surveillance
§ Agile metrics baseline
§ Agile metrics measurements
100

101. Community of Practice
Facilitation†
1. Design for evolution.
2. Open a dialogue between inside and outside
perspectives.
3. Invite different levels of participation.
4. Develop both public and private community
spaces.
5. Focus on value.
6. Combine familiarity and excitement.
7. Create a rhythm for the community.
101
† Cultivating Communities of Practice: A Guide to Managing Knowledge, Harvard Business School Press, 2002.

102. Design for Evolution
§ Communities are organic
§ Designing the community requires shepherding
than managing the evolution
§ People usually already part of an existing
community
§ Community design is like life long learning,
where reflections and redesign occurs
throughout the life cycle of the community
§ The first goal is to draw in potential members
102

103. Open Dialogue
§ An insiders perspective is needed to lead the
discovery process
§ Outputs of the community built on the collective
experience of the members.
• Only an insider can appreciate the issues, the
knowledge to be shared, and the challenges at the
heart of the domain ‒ Scrum Masters
§ An outsiders perspective is needed to help
members see the potential of the community
103

104. Different Levels of Participation
§ Alive communities ‒ planned or spontaneous ‒
have a coordinator
§ Three levels of participation
• Small core group of active participants
• Active group who attend but without the intensity of the
core group
• Peripheral members
§ It’s the first group we want the Scrum team to be
§ Supporting each other, holding each other
mutually accountable for improving the
processes of the team
104

105. Public and Private Community
Spaces
§ Like a Good Neighbor you’re Community
Members are There (with apologies to State
Farm Insurance)
§ Face to Face or electronic interaction between
Team members many times a day
• A web of interactions across team members
105

106. Focus on Value
§ No Value can be determined without knowing the
Cost to achieve that Value
§ Value has units of
• Effectiveness
• Performance
§ These measures are defined by the decision
makers, stakeholders, owners of the money
funding the development of the Value
§ Value must arrive on a needed date for the
needed cost for it to be valuable to those paying.
106

107. Rhythm of the Community
§ Vibrant communities of practice also have a
rhythm
§ Community is a web of enduring relationships
among members
§ Rhythm of the community is the strongest
indicator of its aliveness.
107