Post-its for questions that we can t get to but will answer offline Use the Retrospective board to provide feedback Please ask questions throughout

Transcription

1

2 Post-its for questions that we can t get to but will answer offline Use the Retrospective board to provide feedback Please ask questions throughout the workshop If we run out of time, the end is mostly tips and ideas

3 1 Split into groups of 4 or 5 2 Take turns: Quick Intro Explain the significance of something that you are wearing Hamsa necklace Magical protection from the evil eye Made by a good rescue friend

4 Q. How did it feel to divulge personal information? Q. What impact does this have on your level of trust and comfort with the people in your group?

5 Goal of the exercise: Take a risk by sharing personal information Increase comfort level as well as level of TRUST

6 Started career off as Programmer IT Project Management ~ 15 years Some Product Management and consulting sprinkled in About 6 years ago - told to be Scrum Master on a Project

7 Brought in trainer Mike Vizdos Entire team got 2-day Certified Scrum Master training Was told PM was not a good Scrum Master Product Owner was a Pharmacist

8 We couldn t stand each other

9

10 PO: I ve never worked with such a diverse group of people SM: I do Italian Greyhound Rescue PO: I have an Italian Greyhound!

11 Secret Sauce!

12 Find common ground to establish relationships Accountability comes from a shared sense of purpose Build a foundation of TRUST The Scrum Master s job is to build a team that is self-organizing and accountable to each other Sharing our stories allowed us to bond as a team

13

14 it s not just meetings

15

16 Show that guy s Scrum Master check list

17 1-3 years of Scrum experience My job description Scrum Master Certification strongly desired Technical Background desired Servant leader to the Scrum team Builds a trusting and safe environment where problems can be raised without fear of blame, retribution, or being judged, with an emphasis on consensus building and problem solving. Accountable for removing impediments that prevent the team from delivering on sprint goals Drives team alignment, collaboration, self-organization, continuous improvement and effective Agile Scrum process adoption based on the accepted and published Agile Practices at Catalina. Facilitates Scrum ceremonies: Daily Scrums, Sprint Planning, Sprint Review, Sprint Retrospective. Helps set up and prepare new teams to begin doing Scrum Safeguards the Scrum process and protects the team from external influences Assist Product Owner with Product Backlog Refinement and Release Planning Mediate through team conflicts and disruptions Help with creation and adherence of Definition of Done Coaches the team to higher levels of maturity Facilitates getting the work done without coercion, assigning, or dictating the work Works with more senior Scrum Master to improve coaching skills Help coordinate with other teams by participating in Scrum of Scrums or other coordination activities Provide individual feedback to team members to help them collaborate and become more productive with team Work with team to mitigate project risks This job requires the candidate to work on site most of the time

18 z Big shift from project management practices

19 z

20 Provides guiding principles for effective software development Based on beliefs that motivated z individuals form high performing teams that deliver higher value to customers Supports embracing change and adaptability in response to rapidly changing marketplace

21 Hard for people in this room! Ask yourself Do we really have control? Do projects that are not Scrum really have more control? Are projects sometimes late even if we think we are controlling the work? z

22 By encouraging self-organization, you: o Promote accountability o Encourage innovation in solutions o Inspire ownership o Motivate team to deliver high quality o Share greater control with others: Daily planning meetings help control risk Accountability helps the team control outcomes z

23

24 Opportunity to learn and grow Bring passion into your career Add purpose to your daily work z o Helping others work better and more effectively o Eliminate waste o Make customers happier

25 Not enough to go to CSM class Watch other Scrum Masters facilitate sessions with their teams Mastery through practice, then break the rules! Read materials, attend Meetups, Seminars, Conferences, Workshops Fill your toolbox Learn about technical practices, Kanban, Agile testing practices z Allow yourself to be vulnerable and open to learning Don t be afraid, be bold!

26 DO s Do try it and see if this is a good fit for you Do try different things if something does not work Do incorporate Agile into daily work and at home (personal Kanban) Do educate management on your role and expected outcomes z Don ts Don t do it because it looks good on your resume Don t fake it. If you are a control freak, work on that or find another role Don t force your way onto a team or company Don t assume you know everything Don t try to make Agile PMy

27 [Transformation] is a big word Focus on breaking down some of the silos o Do lunch with the QA or BA team o Kanban training for Infrastructure teams z o Invite resource managers to a lunch and learn o Offer team building activities with different groups o We are champions of the Agile way of life Share information Create a Community of Practice

28 Allow yourself to not be so serious and have fun! z

29

30 Must be able to facilitate effective meetings; different from running a regular meeting (see Scrum Training Series) Soft skills and passion o Can you influence people without being forceful or directive? z o Can you think out of the box to solve problems? o Can you help drive the team to solve problems without escalation? o Are you a team player? o How have you solved a difficult problem between 2 people? o What techniques do you use to bring people together? Work on these skills, the rest can be learned.

31 1 Focus and bring out Agile experience on your resume and at the top 2 Show transferrable skills-- How you worked with teams in the past rather than how you managed the budget of a project 3 Show your agile passion on your resume: How did you help the team improve? You didn't "run the meetings", you lead all Scrum activities including Sprint Planning 4 Offer to help a trainer or coach with their work and put that on your resume 5 Show that you are involved in volunteer work in the Agile community

32 If you have some flexibility at work, ask a team if they want to try Agile. Don't force it, get buy-in and engagement. If you have a small team on a project that wants to do Agile, just do it. Ask for forgiveness later. Idea: Use Kanban for your team s z deliverables (PMO) and do sprints to deliver project work that you all do, then serve as the Scrum Master Q. What s the one thing that will get you buy-in? R. Frequent demos of work completed each sprint! Nothing speaks louder than working software or working documentation or working training plan, etc.

33 1. Product Owner 2. Agile Program Manager 3. Delivery Manager 4. PM working with Scrum Teams z Agile Program Manager/PM Initiation activities Budgeting and cost control Staffing High level risk management

34 Agile will soon be norm rather than the exception Even if you are not an SM, learn the concepts Find fun activities to bring people together Focus on value delivery and transparency Tend to your garden z

35 z

36 Cristina Liriano, CSP, PMP Linkedin: My Survey: z

37

38 1. Start with a stand-up twice a week (stand up, keep them short and don't use them for status) 2. Then move to daily if the team agrees that they are useful 3. Instead of status meetings or during status meetings, ask the team to demo work (prepare before) even if incomplete (goes along way in showing the business and bosses progress! Much better than status report) 4. Celebrate small wins after demos with snacks 5. Start retrospecting meetings and demos. Don't wait to do a lessons learned until the end. After a demo, bring in snacks to celebrate and then ask people what is working z well and what can be improved between this and the next demo 6. Use Retros as a technique to help improve bad meetings. If you have a bi-weekly meeting that seems like a waste and you are not sure what the purpose is, at the end of one, take a few minutes to retrospect the meeting and ask: What is going well? What is not going so well with this meeting What can be improved? Maybe you can end up with a shorter meeting with a smaller audience. 7. A retrospective is a good tool to use to get to the root of problems (book (show book icon): Getting Value out of Agile Retrospectives) 8. Start a visual list of impediments or risks and review them to make sure that they are being addressed

39 Training 1. Scrum Training Videos: 2. Front Row Agile 50% off courses with Scrum Alliance Membership: Organizations 1. Tampa Bay Agile Meetup Local meetup group for seminars, networking, Lean Coffees and SM Guild: 2. Agile Alliance Information and conferences Scrum Alliance Certifications and conferences: 4. Scrum.org Certifications: Checklists and Free Book 1. Scrum Master checklist: 2. Unofficial Scrum checklist: Checklist/Scrum-checklist.pdf z 3. Free book - Getting Value out of Agile Retrospectives by Luis Goncalves and Ben Linders: