Are you being the right ScrumMaster?
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By : Ethan Huang Are You Being A Right ScrumMaster ? PAGE: Date: April 9, 2013 1
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Real case studies on how to be a 'right' ScrumMaster
Transcript of Are you being the right ScrumMaster?
By: Ethan Huang
Are You Being A Right ScrumMaster ?
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Date: April 9, 2013
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By: Ethan Huang
ScrumMaster你做对了吗？
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Date: April 9, 2013
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Warm up !
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What is a ScrumMaster ?
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Represents team to the management
The ScrumMaster - Characteristics
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Represents management to the teamNo management title CANNOT make decisions on behalf of the team
Authorized “sheep-dog”Coaching the team rather than being a playerChange AgentListen much more than tellA servant leader
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Responsible for enacting Scrum values and principles
The ScrumMaster - Mission
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Removes impedimentsServes the Product Owner and team
Protects the team
Facilitates team collaboration/productivity
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Development Team
StakeholdersManagement
Layer
Working with PO and the Team
TransparencyCommunicationSelf-management
Product Owner ScrumMaster
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Three roles in one team
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Three roles in one team
How could a ScrumMaster step back and be a coach?
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The chicken and the pig
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Be a Chicken!
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Case Study
Some team members are not proactive enough. They spend 1 week on some tasks other people believe they can complete in couple days.
一些团队成员不够积极。他们花一周时间在一些别人认为他们只需要一两天就能搞定的任务上。
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Case Study
Team is complaining that there are too many meetings in Scrum. In the meeting room many team members are just listening, in WebEx meetings a lot of attendees are on mute.
团队抱怨Scrum里会议太多。在会议室里很多团队成员只是在听而已，在 WebEx 里很多人都是静音状态。
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Case Study
The Daily Scrum lasts on 3 minutes - everybody reports the same thing: “ Today I am working on the same task as yesterday, tomorrow I will keep working on this task, no blocking issues”.
Daily Scrum 只需要三分钟 - 每个人都状态都一样：“今天我在做昨天的任务，明天继续，没有 blocking issues”。
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Case Study
During the daily Scrum, the ScrumMaster was checking the status with every team member one by one, then put them together to a daily report for the upper managers.
在daily Scrum中，ScrumMaster挨个检查每个团队成员的状态，然后把这些信息整理成一份给管理层的每日状态报告。
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Case Study
A team-member speaks up and says he thinks the retrospective is a waste of time; several other team members murmur in agreement, and someone else suggests that the team stop doing the retrospective. They feel the action items are never really taken care of.
一个组员提出意⻅见，他说他觉得回顾会是浪费时间；其他组员也低声附和，还有一些人建议团队停止召开回顾会议。他们觉得回顾会决定的行动项很少被真正的执行的。
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Case Study
In Sprint Planning meeting PO, PM, EM and the 2 core team members spent 3 hours talking about what are the user stories team should be working on. But after that team still find there a lot of open questions on requirement. Team works very hard but still cannot deliver some user stories due to requirement changes.
在 Sprint 计划会议中 PO，PM，EM 和2位核心团队成员花了3小时讨论需求。可是会后团队还是发现需求上有很多不清楚的地方。团队工作很辛苦，但是最后由于需求变更还是没能交付所有的用户故事。
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Not a formal sprint event, but a continuous activity
Backlog Grooming
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PO and team work together to ensure requirement is ready before a sprint
Backlog GroomingSprint N
User stories are decomposed to smaller ones and AC are added to meet DoR
Backlog GroomingSprint N + 1
Backlog GroomingSprint N + 2
Sprint N Sprint N + 1 Sprint N + 2
Case Study
A team has been doing Scrum for 6 months, and it has never gotten to 100% done at the end of a Sprint; it only gets to 80-90% done every Sprint. Now the PO is asking them if they can complete all feature before the ‘deadline’.
一个团队已经运用Scrum6个月了，并且他们从未实现过100％完成一个Sprint；每个Sprint他们只能完成80－90％。现在 PO 在问团队是否可以在最后期限前完成所有功能。
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In Scrum Release Planning is a simple math game
Release Planning
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Total # of Story Points Estimated 300
Low Velocity 30
High Velocity 50
How many sprints will be needed to deliver all user stories?
When can we get 150 points done?
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S1" S2" S3" S4" S5" S6" S7" S8" S9" S10" S11" S12" S13" S14" S15" S16" S17" S18"
Feature"Burn"Up"Chart"
What can I get by the end of Sprint 16?
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Feature"Burn"Up"Chart"
Take-aways
• Ask more questions, talk less. 多问问题，少发表意⻅见
• Find the root course, don’t just fix problems. 找到问题的根源，不要头疼医头
• Use statistics data to help team improve. 用统计数据帮助团队改进
• Build up good relationship with the managers, get their support. 和管理层建立良好关系，得到他们的支持
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Date: April 9, 2013
Thanks!That’s all for today
Reading List• Agile and Iterative Development: A Manager’s Guide by Craig Larman
• Agile Estimating and Planning by Mike Cohn
• Agile Project Management with Scrum by Ken Schwaber
• Succeeding with Agile - Software Development Using Scrum by Mike Cohn
• Agile Retrospectives by Esther Derby and Diana Larsen
• Agile Software Development Ecosystems by Jim Highsmith
• Agile Software Development with Scrum by Ken Schwaber and Mike Beedle
• Scrum and The Enterprise by Ken Schwaber
• User Stories Applied for Agile Software Development by Mike Cohn
• Lots of weekly articles at www.scrumalliance.org
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