This presentation highlights my Scrum Master experience. Quite often, companies and teams seeking Scrum Master support misinterpret being an Agile Coach as someone that is unfamiliar with performing the hands-on duties of a Scrum Master. Whether I am supporting a single team in the role of Scrum Master, or assisting an entire Enterprise, the desired outcome remains the same--help teams achieve higher levels of performance through Agile/Lean thinking, processes, and practices.

1. Who is Hass Howard, and How can I Help your
Teams Achieve High Performance with Scrum?

2. I’m an Experienced Scrum Master with Expert Proficiency in…
Implementing & Coaching the Scrum Framework, Organizational Change, Servant
Leadership, and Scaling Scrum to Large & Distributed Enterprises

3. Scrum
Fundamentals
I help teams successfully
navigate their Scrum &
Agile Journeys
There are many points of interest on your
journey to Agility and High Performance;
here’s a view into how I navigate Teams to the
common destination of Understanding and
Applying the Fundamentals of Scrum.

4. Scrum
Roles
Scrum
Events
Scrum
Artifacts
Backlog
Grooming
Release
Planning
Sprint
Execution

5. Scrum
Roles
Scrum
Events
Scrum
Artifacts
Backlog
Grooming
Release
Planning
Sprint
Execution
Practices
Activities
HowIGetTeamstoHigh
PerformanceScrum

6. Scrum
Roles
Scrum
Events
Scrum
Artifacts
Backlog
Grooming
Release
Planning
Sprint
Execution
Promote
Cross-
Functional
Teams
Common
Event
Outcomes
Maintain 3
Artifacts
Single or
Multiple
Backlogs
Standard
Sprint
Length
Identify the
Product and
is Value
Stream
Demonstrate
Best
Practices &
Templates
Generate
Artifacts
(physical &
electronic)
Schedule &
Facilitate
Scrum
Events
Teach and
Advocate
Role Duties
Visualize
Work in
Progress &
Impediments
Facilitate
On-going
Release
Planning
Smaller and
More
Frequent
Releases
Establish
Definition of
Ready
Help Define
Events’
Ground
Rules
Assess
Team
Structure &
Scaling
Strategy
Encourage
Inter-Team
& Intra-
Team
Collabo-
ration
Assist
Creation of
Release
Objectives &
Constraints

7. Scrum
Roles
Scrum
Events
Scrum
Artifacts
Backlog
Grooming
Release
Planning
Sprint
Execution
Promote
Cross-
Functional
Teams
Common
Event
Outcomes
Maintain 3
Artifacts
Single or
Multiple
Backlogs
Standard
Sprint
Length
Identify the
Product and
is Value
Stream
Demonstrate
Best
Practices &
Templates
Generate
Artifacts
(physical &
electronic)
Schedule &
Facilitate
Scrum
Events
Teach and
Advocate
Role Duties
Visualize
Work in
Progress &
Impediments
Facilitate
On-going
Release
Planning
Smaller and
More
Frequent
Releases
Establish
Definition of
Ready
Help Define
Events’
Ground
Rules
Assess
Team
Structure &
Scaling
Strategy
Encourage
Inter-Team
& Intra-
Team
Collabo-
ration
Assist
Creation of
Release
Objectives &
Constraints
VALUES &
PRINCIPLES
How you think influences your actions, so I
take care to promote and explain Values &
Principles that align with your desired Scrum
and Agile Outcomes.

8. Scrum
Roles
Scrum
Events
Scrum
Artifacts
Backlog
Grooming
Release
Planning
Sprint
Execution
Promote
Cross-
Functional
Teams
Common
Event
Outcomes
Maintain 3
Artifacts
Single or
Multiple
Backlogs
Standard
Sprint
Length
Identify the
Product and
is Value
Stream
Demonstrate
Best
Practices &
Templates
Generate
Artifacts
(physical &
electronic)
Schedule &
Facilitate
Scrum
Events
Teach and
Advocate
Role Duties
Visualize
Work in
Progress &
Impediments
Facilitate
On-going
Release
Planning
Smaller and
More
Frequent
Releases
Establish
Definition of
Ready
Help Define
Events’
Ground
Rules
Assess
Team
Structure &
Scaling
Strategy
Encourage
Inter-Team
& Intra-
Team
Collabo-
ration
Assist
Creation of
Release
Objectives &
Constraints
Respect &
Collective
Ownership
Emergent
Design &
Embrace
Change
Courage &
Visualize
Work in
Process
Commit-
ment &
Adaptive
Planning
Openness
& Trans-
parency
Focus &
Frequent
Business/
Customer
Relations

9. Scrum in-Action: Team Formation
An example of how I assisted Integrations’ Teams (web
services) with establishing and scaling their teams

10. Initiative Number of 2 Month Releases Needed from 1 SCRUM
Team
Skills Needed
Low High
Enhancements to EEF and Workflows for
Site Monitors 2 3
Java UI and Back-end, BPEL, OSB
Enhancements to EEF and Workflows for Site
Portal Users 2 3
Java UI and Back-end, BPEL, OSB
Enhancements to EEF and Workflows for
Project Surveillance 2 3
Java UI and Back-end, BPEL, OSB
Enhancements to EEF and Wofklows in
Support of GDSM -Centralized Data
Review 1 1.5
Exact mix unknown, but possibly:
Java UI and Back-end, BPEL, OSB
CTMS and eTMF Integration to SDE 0.5 2 Back-end Java, OSB
Portal Self Registration 1 2 Back-end Java and/or OSB
Service Support for Operational Profile
and Training 1 2
eTMF Document Tracking
0.5 1 Back-end Java, OSB
Develop Recruiter – DPU Interface and
CCP enhancements. 0.5 1.5
Back-end Java, OSB
BMS and Other Customer Integrations
1 3 Back-end Java, OSB
Migrate Services Using Old MDM to New
MDM 0.5 1
Back-end Java, OSB
Replatform WLI Services
0.5 1.5 Back-end Java, OSB
Re-platform DRSS 0.5 1.5 Back-end Java, OSB
Shared Services Enhancements & Other
Product Maintenance 0.5 1.5
Back-end Java, OSB
Total Number of Releases Requested 13.5 27.5
Number of SCRUM Teams Needed for
2014 Demand 2 4
# Releases Needing UI Skills 5 (37%) 10.5 (38%)
# Releases Needing Back-end Skills 13.5 (100%) 27.5 (100%)

11. Facilitated a Means of
Identifying Skills Gaps to
Becoming a High-Performing
and Cross-Functional Team
in Support of the
Enterprise Product Portfolio

12. Scrum in-Action: Event Facilitation
An example of how I helped teams set the stage for
effective Daily Scrums and Sprint Planning

15. Scrum in-Action: Story Elaboration
An example of how I empowered a Scrum Team to
leverage activity diagrams and focused conversations to
derive high quality user stories and supplemental story
context

16. I need to identify
the country
I need to filter
based on the
Month too
And also the year
because data might
exist for multiple
years
I then view this
information to
determine ….

17. A (virtual) item is added to the shopping cart.
At checkout, the item is transformed into a line item on an order, a
charge to the credit card merchant, and a receipt.
The order is sent to Fulfillment, which generates a tracking number,
selects an actual item for shipping, and prints a packing slip and a
shipping label.
Shipping (e.g., the post office) sends the actual item to your door.

18. Questions for you to consider:
• Can you describe how a user will interact with the system to generate the
report?
• In 15 minutes or less, do you believe you can illustrate this workflow as an
activity diagram?
• From the activity diagram, what opportunities do you view to form user
stories?
• In a distributed conversation about a user interaction will the use of an
activity diagram benefit the Team, and how?

19. Scrum in-Action: Sprint Health
An example of how I support teams with increasing their
visibility into the health of their Sprints, Releases, and
People Practices

20. What is the Performance Measure?
What Calculation is Used to Generate the
Performance Metric?
By Examining this Performance Indicator, What
Does it Tell Us?
Story Points Completed # of Story Points Accepted by the Product Owner
(for Sprint)
How much work has been successfully delivered
by the Team at the end of every Sprint; this
metric also drives velocity-focused performance
indicators, in addition to AgileEVMcalculations.
Story Points Completed vs. Story Points
Planned
# of StoryPoints Accepted / # of Story Points
Planned (for Sprint)
The variance between the amount of stories
forecasted at Spring Planning and the amount of
stories delivered at the end of the Sprint (note:
not delivering all stories does not necessariy
mean the Sprint Goal was not achieved)
Sprint Goal Achieved Yes or No response by Product Owner to the
question "Did the Team fulfill the Sprint Goal?"
Identifies if the Sprint Goal was achieved
regardless if there was an increase or reduction in
the number of Product Backlog Items delivered
for the Sprint
Story Points Added # of Story Points Added to/Subtracted from the
Product Backlog between the start and end dates
of the Closing Sprint
The increase/decrease in scope to the Product
Backlog, which may result in a change to the
ordered delivery of Product Backlog Items
Cost Per Sprint ((labor rate x actual number of hours for Sprint) +
Other Sprint Costs)
The actual cost of each Sprint
Average Velocity Total Points Completed / # of Sprints Completed The average amount of work, in size and
complexity, that the Team is completing per
Sprint, which is helpful in preparing Release
Planning Forecast.
Story Cycle Time The # of Sprints it takes to complete a story (have
accepted by Product Owner)
How efficiently the Team is producing the
functionality of stories
Impediment Cycle Time The # of days it takes to resolve an Impediment How well the Team and Leadership are
performing in the removal of obstacles that are
impeding the Team's productivity
Actual Percent Completed (Story Points) Release Story Points Completed / Total Story
Points Planned
How much of the desired feature set for the
current Release has been delivered in respect to
the total amount remaining

21. • How much work remains in the Sprint?
• How soon might a user story be ready for Product Owner acceptance?
• Has the Team pulled too little and/or too much work into the Sprint?
• Are Team Members exceeding their capacity for the Sprint?
How to Interpret
When burning down hours, the focus is on the Demand of Sprint Work vs. the Remaining
Capacity of the Team. Although work can be burning down (completing) during the Sprint,
stories and defects may still be at risk of not being done.
Team Members and others viewing the Sprint Burn Down should examine
User Story Statuses and Story Points Completed to obtain an accurate
understanding of the Sprint’s health.

22. Scrum in-Action: The Long Views
An example of how I aid teams with Release Planning,
Product Envisioning, and Continuous Improvement

23. Fixed Flexible Adapt
Scope 
Schedule 
Cost 

25. Illustrate the Elements of
the Challenge to the Team
and Assume Shared
Responsibility for
Implementing the Resolution

26. A Superb Agile Coach who is a Great
Scrum Master because …
• Scrum Master for more than 40 Teams
• Competent in fulfilling Scrum Master duties for multiple teams in parallel
• Experienced Scrum integration with XP, SAFe, UML, UX, Lean Engineering,
ITIL, and many other frameworks and processes
• 6 years of Advanced Organizational Change Management (ADKAR, Kotter,
and many other change management frameworks and practices)
• Expert user and administrator of Agile Project and Lifecycle Tools to
include: Rally, Version One, JIRA, Rational RTC, and many others!
• Able to train development and non-development teams in the application
and value of Scrum and Agile
• Significant experience with applying Scrum in regulated environments
• Capable of mentoring Senior Leaders and Managers in how to effectively
support and empower Scrum/Agile Teams

27. If I can successfully teach Scrum to 6th, 7th, and 8th
graders, then there’s a good chance I can help your
teams with Scrum and Agile

28. Thank You for Considering Me
Email: gamonh@gmail.com
Online Profile: hassagilecoach.blogspot.com
Phone: 305-764-4458
Currently Detroit, MI: Next Destination is Your Work Site!