SDEC15: Help the Scrum Master *IS* the Impediment
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Transcript of SDEC15: Help the Scrum Master *IS* the Impediment
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Ryan RipleyHelp!!! The ScrumMaster *IS* the Impediment
Thank you to our Sponsors
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@ryanripleyPMI-ACP, PSM I, PSM II, PSE, PSPO I, PSD I, CSM, and CSPO
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#SDEC15
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?
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“500 YARDS OF FOUL-SMELLING MUCK”--Red “The Shawshank Redemption”
The Project Manager to ScrumMaster ® pipeline…
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What is Agile?
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DILBERT © 2007 Scott Adams. Used By permission of UNIVERSAL UCLICK. All rights reserved.
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We are uncovering better ways of developingsoftware by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more.
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THE 12 AGILE PRINCIPLES
www.AgileManifesto.org
Our highest priority is to satisfy the customer
through early and continuous delivery of
valuable software.
Welcome changing requirements, even late in
development. Agile processes harness change
for the customer's competitive advantage.
Deliver working software frequently,
from a couple of weeks to a couple of months, with a preference to the
shorter timescale.
Business people and developers must work
together daily throughout the project.
Build projects around motivated individuals.
Give them the environment and support they need, and trust them to get the
job done.
The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
Working software is the primary measure of
progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
Continuous attention to technical excellence
and good design enhances agility.
Simplicity--the art of maximizing the amount
of work not done--is essential.
The best architectures, requirements, and
designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts
its behavior accordingly.
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SCRUM IN ONE SLIDE
Development
Sprint Planning Sprint Review
Sprint Retrospective
Sprint
ROLES: Scrum Master, Product Owner, DeveloperARTIFACTS: Product Backlog, Sprint Backlog, Product Increment
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Where is the Project Manager?
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“A project manager could maybe become a tester...maybe.”
--Ken Schwaber
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What is a Scrum Master?
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“The Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules.”
--The Scrum Guide
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PRODUCT OWNER
SCRUM MASTER
STAKEHOLDERSDEVELOPMENT TEAM
WHAT?WHY?
IMPEDIMENTSSYSTEM
IMPEDIMENTS
FEEDBACK
(HOW)
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LEADING CAUSES OF FAILED AGILE PROJECTSFrom the 9th Annual VersionOne State of Agile Report
©2015 VersionOne, Inc. - State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
42%Company philosophy
or culture at odds with core agile values
37%External pressure to
follow traditional waterfall processes
38%Lack of management
support
30%Insufficient training
33%A broader organizational
or communications problem
33%Unwillingness of
team to follow agile
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Copyright © 2015 Scrum Alliance®
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BARRIERS TO FURTHER AGILE ADOPTIONFrom the 9th Annual VersionOne State of Agile Report
©2015 VersionOne, Inc. - State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
22%Concerns about a
loss of management control
24%Management
concerns about lack of upfront planning
29%Management support
44%Ability to change
organizational culture
34%General organizational resistance to change
35%Not enough personnel with necessary agile
experience
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Copyright © 2015 Scrum Alliance®
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Scrum Masters have their hands full, but not with software development…
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A scrum master can avoid becoming an impediment to their team by frequently inspecting and adapting their behaviors.
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Common Scrum Master Impediments:• Agile Expert – one true way to “be agile”• Project Manager – assigning tasks• Technical Lead – dictating solutions to the dev team
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SUPER HERO(SM != Super Man)
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“I will solve all of your problems.”
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ARE YOU A SUPER HERO?:•Team seeks your approval before acting•Team asks about the “right way” to do Agile•Are you insisting on “correct” solutions?
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THINGS TO CONSIDER:•Resist the urge to solve the teams problems•Get comfortable with awkward silence•Focus on relationships
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BEWARE LEARNED HELPLESSNESSHelplessness can lead to overlooking opportunities to improve
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“A dead scrum masteris a useless scrum master.”
--Ken Schwaber
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It’s Important to Try New Things
1
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“Three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation.”
--The Scrum Guide
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“At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”
--Agile Manifesto
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“Experimentation is at the heart of Agile”
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Are experiments safe?
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“Your teams velocity is worse than the other scrums teams. Find a way to get your velocity up, or we may have to reassign resources.”
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Embrace Learning Opportunities(Failure)
2
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“DAD! Stop helping me!”--My son, tired of me inflicting help
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Happy Accidents• Thomas Edison “failed” thousands of times until he found the correct filament for the light bulb.
• Post-It notes were invented to replace bookmarks.
• Kleenex tissues were originally made to remove make-up.
• WD40 is named after the number of attempts to get the water displacement formula correct.
These ideas were at one point failures…
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Not every experiment is a winner…and not every failure is a loser.
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SCRUM IN ONE SLIDE
Development
Sprint Planning Sprint Review
Sprint Retrospective
Sprint
ROLES: Scrum Master, Product Owner, DeveloperARTIFACTS: Product Backlog, Sprint Backlog, Product Increment
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Is it safe to fail (learn)?
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“That developer is slacking. When is the scrum master going to take care of the poor performer?”
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Why? Why? Why? Why? Why?
3
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What is the 5 Why’s technique?
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Often we push past the surface issues and find more complex system and relationship issues at the 5th “why”
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People do not fail, systems do
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Learn Gradually
4
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“I don’t think that design will work. You should code the story like this…”
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THINGS TO LOOK FOR:•Is design/architecture emergent?•Are the developers disengaged?•How does the team decide the best way to do their work?• Is pair programming, #mobprogramming, or swarming happening?
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ADJUSTMENTS:•Leave the developers alone•Step down as scrum master and resume a coding role
•Focus on guiding rather than directing•Ask for permission to help
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Words Matter
5
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Your words are winning hearts and changing minds.
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Be consistent.
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Following through isn’t optional.
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Following through isn’t optional.
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Communication is your greatest tool. How you frame discussions WILL make or break your agile transformations and projects.
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“Teams ship working software at the end of each sprint. That’s why we implemented scrum. Work the weekends if you’re behind. The team needs to deliver on their commitments.”
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Sustainable Pace Is Important
6
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“Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.”
--Agile Manifesto
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Sustainable pace is a quality play•Burned out developers deliver bad code•They also find better jobs
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Sustainable pace is a productivity play•Continuous integration, automated testing, skill building, and whole team understanding become important when long hours are not an option
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Sustainable pace is predictable•Over a period of time, the amount of work that a scrum team - working at a sustainable pace - can accomplish will become consistent
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Sustainable pace is humane
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“Your team leaves at 5:00pm and refuses to work weekends. Why don’t they have a sense of urgency?”
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Play Well With Others
7
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“How inclusive is your team?”
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Temper dominant personalities
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Draw out the introverts
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Time Box Events
8
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A time box is a fixed period of time to perform an action or to achieve a goal.
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SCRUM IN ONE SLIDE
Development
Sprint Planning Sprint Review
Sprint Retrospective
Sprint
ROLES: Scrum Master, Product Owner, DeveloperARTIFACTS: Product Backlog, Sprint Backlog, Product Increment
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Prevents over-investment in activities(Risk Mitigation)
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Promotes a focus on value(Risk Mitigation)
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Minimizes cost and impact of errors(Risk Mitigation)
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Limits WIP(Risk Mitigation)
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Be Kind
9
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Make sure people are ready to hear what you have to say.
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??????
AGILE IMPACTS EVERYONE
• Organizational Change• Leadership Change• Team Change• Status Change• Job Description Change• Role Change• Culture Change
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“People who ask others to change may not understand what value they are asking people to give up. And in fact, they may not appreciate or even notice what’s valuable to the people they expect to change.”
--Esther Derby
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We are telling people to give up the tools, methods, processes, and behaviors that have made them successful.
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WARNING SIGNS: •Arguments – “What has to be true…?”•Emotional outbursts•Am I talking to the team or at the team?•Your feelings – “Am I enjoying my role?”
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ARE YOU BEING KIND?•Take time to reflect on difficult exchanges
•What is motivating you? •Anxiety, fear, or frustration
•Address the “friction” in the retrospective•Ask the team for feedback and support
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RESPONSES TO CHANGE ARE INVALUABLEWhat is the source of their resistance?
Do people know how to do what they are being asked to do?
Is there a personal conflict that is causing
resistance?
Is someone a champion of the
old process?
Are there systems in place
that reward disruptive behavior?
Is the path to success unclear
to them?
What does someone lose
due to the change?
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Focus on Management
10
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You are going to face a lot of wrong premises about what makes safety and speed possible.
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“What does it matter how many times I reassign team members, isn’t that what self-organization is for?”
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Self-organization does not initially feel safe or fast.
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SCRUM MANAGEMENT • Manage the boundaries• Build Stable Teams
• Hire people – Grow skills• Act transparently• Examine systems &
correct faulty ones• Give guidance when
asked/needed• Reach across org charts• Definition of Done• Continuous improvement• Expect working software
every sprint
Vision – Direction – Goals
“I finally have time to do my job.”
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“A scrum teams job is to self-organize around the challenges, and within the boundaries and constraints, put in place by management.”
--Mike Cohn, Succeeding with Agile
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What must be true for a person to ask that question?
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“Agile is for IT. Why are you talking to HR and finance?"
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What must be true for a person to say that?
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“You can’t coach if you’ve never developed software. Pick another scrum master for this team."
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“Managers are still needed. Not so much for their planning and controlling ability, but for that important job of interfacing on the teams behalf with the rest of the organization.”
--Diana Larsen
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FEEDBACK
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http://[email protected]@ryanripleyPodcast available on iTunes, Stitcher, and ryanripley.com