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Scrum Master 101
AND VARIATIONS THEREOF…
Agile vs Waterfall
Scrum Master 101
Waterfall
 Project Manager is typically responsible for:
 Timelines of the project from conception to production release
 Project Budget
 Managing dependencies
 Project Charter
 Risk Analysis
 Requirements Documentation
Agile/Scrum
 Agile Coach/Scrum Master is typically responsible for
 Facilitating the Scrum Ceremonies
 Clearing Impediments
 Coaching the team in Agile Practices/Mindset
 Team Dynamics
Agile/Scrum Ceremonies
Scrum Ceremonies
 Grooming/Backlog Refinement
 Story Pointing
 Sprint Planning
 Daily Stand-ups
 Sprint Demonstration
 Retrospective
Grooming/Backlog Refinement
 The Product Owner presents stories to be worked on at some point in the
future
 The team asks questions and gives feedback to make sure they understand
what is being asked for
 The stories should be small and able to be developed and tested in a
single sprint
Story Pointing (Poker Pointing)
 The team looks at the stories and votes on a Point Value based on the
relative complexity of the task being requested
 The points are typically from a modified version of the Fibonacci sequence
(1,2,3,5,8,13,20)
 If the team disagrees on the “size” of the story there is a short discussion
and then revote until consensus is reached
 If the story is too big to be brought into a Sprint it is sent back to
Grooming to be broken down further
 Alternates (T-shirt sizing, Relative Mass Valuation, Magic Estimation)
Sprint Planning
 The Product Owner has the backlog of stories in priority order
 The team looks at the stories in the backlog and adds tasks with estimated
hours to complete each task
 The team agrees to commit to the stories they believe they will be able to
complete during the upcoming Sprint based on the estimated task hours
Daily Standup
 Typically time-boxed to 15 minutes
 Each developer and QA member gives an update
 Updates consist of three items of information
 What I did yesterday
 What I am planning to do today
 Any impediments they have
Sprint Demonstration
 The team demonstrates to the Stakeholders the work that was completed
in the Sprint that has just ended
Sprint Retrospective
 A summary of the work completed in the previous Sprint
 Facilitate discussion primarily around the following three areas:
 What went well
 What could have gone better
 What should the team continue/start/stop doing
 Record any action items from the lessons learned in this Sprint
Team Dynamics
Coaching Team Dynamics
 Personality conflicts
 Facilitating difficult conversations
 Noticing individuals who may be struggling
 Coordinating with Functional Managers
 Coordinating with Product Owners
Business Clients
Questions to ask Clients
 Are you looking for a pure Scrum Master role or a hybrid role?
 Some companies won’t realize there is a difference
 Scrum Master/Project Manager
 Scrum Master/Developer
 Scrum Master/Agile Coach
 How much coaching do you expect the Scrum Master to give the team?
 How much coaching do you expect the Scrum Master to give the
organization?
 Do you expect this role to be external facing?
Questions to ask Clients continued…
 How many teams will the Scrum Master be working with?
 Scrum Master/Project Manager could work with 1-3 teams depending on size
of project
 Scrum Master/Developer would typically work with just one team
 A good ratio for a pure Scrum Master or Scrum Master/Agile Coach is 3:1
 What is the typical size of your Scrum Teams?
 Ideally cross-functional teams are 6-8 individuals or smaller
 Are the teams co-located or distributed?
 There is another level of complexity working with distributed teams
Questions to ask Clients continued…
 How long has your company been Agile?
 Agile has been around since the early 1990’s
 If a company is very new they probably need a more experienced Scrum Master
with a Coaching mindset
 Follow-up question: Why is your company using Agile?
 If they don’t know, then it’s a sign that it may be trouble
 If the development team is wanting to implement, but the business side isn’t on
board it can be difficult
 If the business realizes the value of delivering quality code and customer value
quicker then it shows they are in it for the right reason
Candidates
Questions to ask Candidates
 Are you looking for a pure Scrum Master role or a combination role?
 Are they just jumping on the bandwagon?
 Are they passionate about Scrum/Agile or riding the wave of popularity?
 Ask them to explain the role to you
 Do they describe coaching?
 Do they mix terminology with typical Project Management terminology?
 Do they show a knowledge of the Ceremonies
 Ask them their greatest accomplishment
 Do they refer to teams or coaching? (Agile Coach/Scrum Master)
 Do they refer to delivering a project on time and on budget? (PM)
Questions to ask Candidates
continued…
 How many teams are they used to working with?
 If working with too many teams then they probably don’t have much time to
coach or really notice the personal interactions
 If working with only one team they could be either a very new junior level
Scrum Master or might actually be in a hybrid PM role and not realize it
 How long have they been working as a Scrum Master?
 Why did they get into it?
 What is their end goal?
 Have they worked with co-located team or distributed teams?
Scrum Master Qualities
 Engaging People-person
 Problem Solver
 Diplomatic
 Assertive/proactive
 Quick thinking
 Good meeting facilitation skills
QUESTIONS & DISCUSSION
COPYRIGHT 2016 DAVID WALLACE
WWW.LINKEDIN.COM/IN/DAVIDWALLACE3
DWALLACE1971@GMAIL.COM

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Scrum Master 101

  • 1. Scrum Master 101 AND VARIATIONS THEREOF…
  • 4. Waterfall  Project Manager is typically responsible for:  Timelines of the project from conception to production release  Project Budget  Managing dependencies  Project Charter  Risk Analysis  Requirements Documentation
  • 5. Agile/Scrum  Agile Coach/Scrum Master is typically responsible for  Facilitating the Scrum Ceremonies  Clearing Impediments  Coaching the team in Agile Practices/Mindset  Team Dynamics
  • 7. Scrum Ceremonies  Grooming/Backlog Refinement  Story Pointing  Sprint Planning  Daily Stand-ups  Sprint Demonstration  Retrospective
  • 8. Grooming/Backlog Refinement  The Product Owner presents stories to be worked on at some point in the future  The team asks questions and gives feedback to make sure they understand what is being asked for  The stories should be small and able to be developed and tested in a single sprint
  • 9. Story Pointing (Poker Pointing)  The team looks at the stories and votes on a Point Value based on the relative complexity of the task being requested  The points are typically from a modified version of the Fibonacci sequence (1,2,3,5,8,13,20)  If the team disagrees on the “size” of the story there is a short discussion and then revote until consensus is reached  If the story is too big to be brought into a Sprint it is sent back to Grooming to be broken down further  Alternates (T-shirt sizing, Relative Mass Valuation, Magic Estimation)
  • 10. Sprint Planning  The Product Owner has the backlog of stories in priority order  The team looks at the stories in the backlog and adds tasks with estimated hours to complete each task  The team agrees to commit to the stories they believe they will be able to complete during the upcoming Sprint based on the estimated task hours
  • 11. Daily Standup  Typically time-boxed to 15 minutes  Each developer and QA member gives an update  Updates consist of three items of information  What I did yesterday  What I am planning to do today  Any impediments they have
  • 12. Sprint Demonstration  The team demonstrates to the Stakeholders the work that was completed in the Sprint that has just ended
  • 13. Sprint Retrospective  A summary of the work completed in the previous Sprint  Facilitate discussion primarily around the following three areas:  What went well  What could have gone better  What should the team continue/start/stop doing  Record any action items from the lessons learned in this Sprint
  • 15. Coaching Team Dynamics  Personality conflicts  Facilitating difficult conversations  Noticing individuals who may be struggling  Coordinating with Functional Managers  Coordinating with Product Owners
  • 17. Questions to ask Clients  Are you looking for a pure Scrum Master role or a hybrid role?  Some companies won’t realize there is a difference  Scrum Master/Project Manager  Scrum Master/Developer  Scrum Master/Agile Coach  How much coaching do you expect the Scrum Master to give the team?  How much coaching do you expect the Scrum Master to give the organization?  Do you expect this role to be external facing?
  • 18. Questions to ask Clients continued…  How many teams will the Scrum Master be working with?  Scrum Master/Project Manager could work with 1-3 teams depending on size of project  Scrum Master/Developer would typically work with just one team  A good ratio for a pure Scrum Master or Scrum Master/Agile Coach is 3:1  What is the typical size of your Scrum Teams?  Ideally cross-functional teams are 6-8 individuals or smaller  Are the teams co-located or distributed?  There is another level of complexity working with distributed teams
  • 19. Questions to ask Clients continued…  How long has your company been Agile?  Agile has been around since the early 1990’s  If a company is very new they probably need a more experienced Scrum Master with a Coaching mindset  Follow-up question: Why is your company using Agile?  If they don’t know, then it’s a sign that it may be trouble  If the development team is wanting to implement, but the business side isn’t on board it can be difficult  If the business realizes the value of delivering quality code and customer value quicker then it shows they are in it for the right reason
  • 21. Questions to ask Candidates  Are you looking for a pure Scrum Master role or a combination role?  Are they just jumping on the bandwagon?  Are they passionate about Scrum/Agile or riding the wave of popularity?  Ask them to explain the role to you  Do they describe coaching?  Do they mix terminology with typical Project Management terminology?  Do they show a knowledge of the Ceremonies  Ask them their greatest accomplishment  Do they refer to teams or coaching? (Agile Coach/Scrum Master)  Do they refer to delivering a project on time and on budget? (PM)
  • 22. Questions to ask Candidates continued…  How many teams are they used to working with?  If working with too many teams then they probably don’t have much time to coach or really notice the personal interactions  If working with only one team they could be either a very new junior level Scrum Master or might actually be in a hybrid PM role and not realize it  How long have they been working as a Scrum Master?  Why did they get into it?  What is their end goal?  Have they worked with co-located team or distributed teams?
  • 23. Scrum Master Qualities  Engaging People-person  Problem Solver  Diplomatic  Assertive/proactive  Quick thinking  Good meeting facilitation skills
  • 24. QUESTIONS & DISCUSSION COPYRIGHT 2016 DAVID WALLACE WWW.LINKEDIN.COM/IN/DAVIDWALLACE3 DWALLACE1971@GMAIL.COM