leading agile teams - advanced scrum master

Advanced Scrum master

Workshop

Ilan Kirschenbaum Agile coach

co-founder @ practical-agile twitter: @kirschi_

email: ilan@practical-agile.com blog: http://www.practical-agile.com/our-blog

Connection before content

Physical examination

A-HA wall

Feedback

Scrum master video

https://www.youtube.com/watch?v=oheekef7oJk

What is a scrum master?

Scrum master [dictionary definition]

• Scrum - A framework for managing the development lifecycle of software products.

• Master - A skilled practitioner of a particular art or activity.

• A Scrum master the leader of the Scrum process & team.

Scrum master Responsibilities1. Help the team with Scrum 2. Facilitate effective ceremonies 3. Help remove impediments 4. Push the team forward 5. Do all this within X amount of time

Scrum Master a-la Scrum Guide

• 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 Master is a servant-leader for the Scrum Team.

• The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.

Scrum Master a-la Scrum Guide

• Scrum Master Service to the Product OwnerThe Scrum Master serves the Product Owner in several ways, including:

• Finding techniques for effective Product Backlog management;

• Clearly communicating vision, goals, and Product Backlog items to the Development Team;

• Teaching the Scrum Team to create clear and concise Product Backlog items;

• Understanding long-term product planning in an empirical environment;

• Understanding and practicing agility; and,

• Facilitating Scrum events as requested or needed.

Scrum Master a-la Scrum Guide

• Scrum Master Service to the Development Team The Scrum Master serves the Development Team in several ways, including:

• Coaching the Development Team in self-organization and cross-functionality;

• Teaching and leading the Development Team to create high-value products;

• Removing impediments to the Development Team’s progress;

• Facilitating Scrum events as requested or needed; and,

• Coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and understood.

Scrum Master a-la Scrum Guide

• Scrum Master Service to the Organization The Scrum Master serves the organization in several ways, including:

• Leading and coaching the organization in its Scrum adoption;

• Planning Scrum implementations within the organization;

• Helping employees and stakeholders understand and enact Scrum and empirical product development;

• Causing change that increases the productivity of the Scrum Team; and,

• Working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization.

THE biggest problem

BORNLeaders are not

Leaders are

Grown

What are you responsible for ?

10 9 8 7 6 5 4 3 2 1

Personal –Spouse –Children –Family –Friends –House chores

Product \ Project –Code –Requirements –Tests –Plans –Support –Bugs –Reports

Team \ People –Training –Teaching –Mentoring –Administrative

Communication –Phone calls –Meetings –E-mail –Proposals –Blog –Slides –Manual

Begging

Reward Pu

nish

men

t

Do it yourself

Leadership

?Performing actions that will inspire change that is aligned with a specific goal. maybe?

Does Leadership require authority ?

Lessons in leadership from a dancing guy

videohttps://www.youtube.com/watch?v=hO8MwBZl-Vc

George Edward Pelham Box

Essentially,

all models

are wrong,

but some are

useful.

Share with your team a problem you are currently

facing

(Describe the problem, what did you do)

10 9 8 7 6 5 4 3 2 1

Blame

Shame

Justify

Obligation

Responsibility

Christopher Avery

Analyze your problemsusing the responsibility

process.

10 9 8 7 6 5 4 3 2 1

• In what stage are you? • What would be the responsible thing to do?

Blame

ShameJustify

ObligationResponsibility

For each stage:• Find ways to keep the team in the stage • Find ways to advance the team to the next stage. • Find ways to move the team to the previous stage

7 6 5 4 3 2 1

FEEDBA

CK - THE SEC

RET SOUCE

…

Feedback by

Gordon Ramsay Video

https://www.youtube.com/watch?v=lYylXXGY6tA

Give feedback to your partner.

4 3 2 15

Switch roles

4 3 2 15

Give feedback to your partner.

Effective feedbackPre-Conditions:

You Have accurate data You care about the person

Your goal is improvement (Double check)

Guidelines:Give feedback frequently

Be prepared. Speak for yourself Use I language.

straight to the point.

Giving effective feedback

Set the Stagemake sure the person is in a state to receive feedback

Describe the behavior or resultBe specific, accurate, speak from experience, validate facts

State the impactThe impact should be a real one, the painful the better

Make a requestSpecific, accurate, leave room for other suggestion

Repeat the exercise using the model

prepare your feedback. Give it & Reflect with your partner

Switch

6 5 2 1347

Set the stage - Describe the behaviour state the impact - make a request

Be at the right stateIf the time is not right, express it, offer alternative

Actively listen, do not judgeConquer you ego, Listen, Ask for clarifications

Understand\Empathize with the impactShow real Empathy, understand the impact, see the other side

Suggest a solution\ Ask for helpBe honest, even if you don’t think this is a problem.

Receiving effective feedback

Cognitive Model of Emotion and Response

Event

Interpretation

Emotion

Reaction

Event

Interpretation

Emotion

Reaction

Event

Interpretation

Emotion

Reaction

Self

Other

NAVIGATING CONFLICT

Conflict video

https://www.youtube.com/watch?v=mQQ3BdjCc4I

patrickLencioni

Dealing with conflictTh

omas

-Kilm

ann

Con

flict

Mod

e In

stru

men

t

3 2 1

From 1 to 5 (1 - often , 5 - seldom): How do i deal with conflict ?

Competition - Avoidance - Surrender - Compromising - Collaborating

Reflect with yourself about the score

3 2 1

For each conflict type describe at least one situation that it should be used.

Competition - Avoidance - Surrender - Compromising - Collaborating

5 4

Conflict types

Conflict types symptoms.

Think of ways to identify conflict types

4 3 2 1

Lack of clarify - Emotional attachment Different values - interpersonal conflict.

Suggest how to approach the

different conflict types

4 3 2 1

Lack of clarify - Emotional attachment Different values - interpersonal conflict.

6 5

Navigating conflict using The Perfection game

Growing leaders

You don't see the world very clearlyYou feel that one listens to you.Fragile, you break easily.

People now notice you.You have a better picture of how the world works.People don’t always understand what you mean.You still have a lot to learn and you fail often.

You have learned a lot and gained experience.You have more knowledge.You are able to influence your environment.It is now time to start hatching more eggs.

Facilitating daily meetings

Daily scrum from hell…

daily meeting guidelines

1. Validate pre-conditions2. This is NOT your meeting3. Look for clarity4. Take it offline5. Time box6. Document problems

The daily is a waste of time…

1. Is it short?2. Are problems being solved?3. Is information shared?4. Is it technical?5. Is it done standing up?6. Are we a team?

The wrong way of doing

retrospectives video

https://www.youtube.com/watch?v=FJezcyKno5k

Facilitating retrospectives

Retrospective guidelines

1. Listen2. Ask the team3. The right activity4. Time box5. Stay objective

Retrospective Model

1. Set the stage2. Gather data3. Generate insights4. Decide what to do5. Close the retrospective

Retrospective Activities Set the stage

One word.Grade the sprint.

Gather data.Delta \ +Timeline.

Generate insights.Silent grouping5 why’s

Decide what to do.Action items.User stories.

Close the retrospectiveROTI.Appreciate someone.

10 9 8 7 6 5 4 3 2 1

Celebration of learning

Share your learnings

feedback please. - Please make it effective.

- Can we quote you?

Thank you! תודה.