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Who is the Scrum Master?,[object Object],Agile Mëtteg – 23 February 2010,[object Object]
OBJECTIVES & AGENDA,[object Object],Objectives,[object Object],Get a short introduction to agile and the implications of an agile transition for the project management discipline.,[object Object],Agenda,[object Object],The values of agility,[object Object],Scrum overview,[object Object],The process,[object Object],The Scrum Master role,[object Object],How to become a Scrum Master,[object Object],23 February 2010,[object Object],2,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object]
CASE STUDY,[object Object],Case study: Project Tatoe,[object Object],Commercial software application,[object Object],Development team of 8 people,[object Object],1 architect, 3 seniors, 2 juniors, 1 DBA, 1 Business Analyst,[object Object],Release 1.0 planned 6 months after project start,[object Object],4th month now ending,[object Object],Very little dependency on external contributors,[object Object],Performance issues require architecture refactoring,[object Object],It becomes clear that the goal of R 1.0 cannot be met,[object Object],Now, as a project manager, what would you do?,[object Object],23 February 2010,[object Object],3,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object]
AGILITY – IT’s a mindset,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],4,[object Object]
CONTINUOUS IMPROVEMENT PROCESS,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],5,[object Object],Based on the principles of the Deming  Cycle,[object Object],Incorporate the principle to take benefit of the lessons learned,[object Object]
THE THREE PILARS,[object Object],TRANSPARENCY to share a vision and create visibility,[object Object],ensures that aspects of the process that affect the outcome must be visible, agreed and shared to those managing the outcomes.,[object Object],INSPECTION to react  rapidly,[object Object],The various aspects of the process must be inspected frequently enough so that unacceptable variances in the process can be detected.,[object Object],ADAPTATION to respond more accurately to the needs,[object Object],An adjustment must be made as quickly as possible to minimize further deviation if one or more aspects of the process are outside acceptable limits, and that the resulting product will be unacceptable ,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],6,[object Object],Source: SCRUM GUIDE By Ken Schwaber, May, 2009,[object Object]
THE 4 VALUES,[object Object],Extract from Manifesto for Agile Software Development:,[object Object],Individuals and interactions over processes and tools,[object Object],Working software over comprehensive documentation,[object Object],Customer collaboration over contract negotiation,[object Object],Responding to change over following a plan,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],7,[object Object],Source: http://www.agilemanifesto.org/,[object Object]
THE 4 VALUES,[object Object],Extract from Manifesto for Agile Software Development:,[object Object],Individuals and interactions over processes and tools,[object Object],Working software over comprehensive documentation,[object Object],Customer collaboration over contract negotiation,[object Object],Responding to change over following a plan,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],8,[object Object],Source: http://www.agilemanifesto.org/,[object Object]
PROCESS IS NOT THE SOLE SOLUTION,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],9,[object Object],Processes and tools do not make projects succeed…,[object Object],…but people do, So…,[object Object]
USE THE TOOL ON THE RIGHT LEVEL,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],10,[object Object],As interactive mean, face to face communication helps to be well and quicker understood,[object Object],When documents, e-mails are more useful to formalize…,[object Object]
THE 4 VALUES,[object Object],Extract from Manifesto for Agile Software Development:,[object Object],Individuals and interactions over processes and tools,[object Object],Working software over comprehensive documentation,[object Object],Customer collaboration over contract negotiation,[object Object],Responding to change over following a plan,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],11,[object Object],Source: http://www.agilemanifesto.org/,[object Object]
COMMON SENSE,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],12,[object Object],Comprehensive documentation is useful...,[object Object],But doesn’t provide working software…,[object Object]
COMMITMENT IS AN IMPORTANT FACTOR,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],13,[object Object],There is a time to specify and a time to program,[object Object],Find the right balance and learn on your experience…,[object Object]
THE 4 VALUES,[object Object],Extract from Manifesto for Agile Software Development:,[object Object],Individuals and interactions over processes and tools,[object Object],Working software over comprehensive documentation,[object Object],Customer collaboration over contract negotiation,[object Object],Responding to change over following a plan,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],14,[object Object],Source: http://www.agilemanifesto.org/,[object Object]
CONTRACT IS USEFUL BUT,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],15,[object Object],A contract will never find upfront a fix for all the issues or problems…,[object Object],…but people willing to will, So…,[object Object]
COMMITMENT IS AN IMPORTANT FACTOR,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],16,[object Object],Define the scope, the R&R and the conditions to fix a problem when it occurs,[object Object],And the conditions to fix a problem when occurring…,[object Object]
THE 4 VALUES,[object Object],Extract from Manifesto for Agile Software Development:,[object Object],Individuals and interactions over processes and tools,[object Object],Working software over comprehensive documentation,[object Object],Customer collaboration over contract negotiation,[object Object],Responding to change over following a plan,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],17,[object Object],Source: http://www.agilemanifesto.org/,[object Object]
FINDINGS ARE KEY FACTORS,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],18,[object Object],IKIWISI is a proven approach since years,[object Object],(IKnow It When ISee It),[object Object],AND…,[object Object]
FINDINGS ARE KEY FACTORS,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],19,[object Object],Findings are a natural mechanism of the feedback loop,[object Object],% Requirements changes,[object Object],Project size in function points,[object Object],So use them as an opportunity to be closer to reality when taken change into account…,[object Object]
YOUR ENVIRONMENT TOO…,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],20,[object Object],Take the decisions and adapt realizations to your,[object Object],		Environment	Usages & Rules	Culture,[object Object]
SCRUM Overview,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],21,[object Object]
DEFINITION & CHARACTERISTICS,[object Object],Scrum is a framework for product development, aimed at managing complexity, unpredictability and change,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],22,[object Object],Scrum Characteristics:,[object Object],Delivers iteratively via Sprints,[object Object],Changing plans to take advantage of opportunities,[object Object],Incrementally Delivers Business Value,[object Object],Encourages High Customer Involvement ,[object Object],Constantly reflecting and improving,[object Object],IterationCharacteristics:,[object Object],Timed Boxed Period,[object Object],Fixed Start and End Date,[object Object],Focused on Short-Term Goal,[object Object],Maintains a Sustainable Paces,[object Object]
SCRUM FRAMEWORK,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],23,[object Object],Roles,[object Object],Ceremonies,[object Object],Artifacts,[object Object],[object Object]
 Scrum Master
 Team
 Sprint planning
 Sprint review
 Sprint retrospective
 Daily scrum
 Product backlog
 Sprint backlog
Burndowncharts,[object Object]
ROLES & RESPONSIBILITIES,[object Object],25,[object Object],Product Owner,[object Object],Responsible for the success of the product,[object Object],Team,[object Object],Collectively responsible for the success of the iteration,[object Object],Scrum Master,[object Object],Responsible for the Scrum process,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],23 February 2010,[object Object]
The SCRUM master,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],26,[object Object]
SCRUM MASTER – ROLE SUMMARY,[object Object],Ensures that the process is understood and followed,[object Object],Helps the development team improve its productivity by facilitating creativity and empowerment, removing "Impediments“ and any other way,[object Object],Helps the team improve the practices and tools so each increment of functionality is potentially shippable,[object Object],Helps the customer directly drive the functionality developed, maximize ROI and meet his objectives,[object Object],Enables close cooperation across all roles and functions and removes barriers ,[object Object],27,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],23 February 2010,[object Object]
SCRUM MASTER DAILY DUTIES,[object Object],28,[object Object],Organize and facilitate the ceremonies,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],23 February 2010,[object Object],Sprint planning meeting,[object Object],Sprint review meeting ,[object Object],Sprint retrospective meeting ,[object Object],Feedback,[object Object]
SCRUM MASTER DAILY DUTIES,[object Object],Foster Team Collaboration,[object Object],Improve working environment,[object Object],Resolve impediments,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],29,[object Object]
SCRUM MASTER DAILY DUTIES,[object Object],Make sure progress status and estimates are up-to-date,[object Object],Maximize visibility and communication,[object Object],30,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],23 February 2010,[object Object]
EXERCISE,[object Object],Is the Scrum Master a Project Manager?,[object Object],List the traditional tasks, activities, responsibilities of a PM,[object Object],For each of them, identify the Scrum role that is responsible for it,[object Object],23 February 2010,[object Object],31,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object]
CASE STUDY,[object Object],Case study: Project Tatoe,[object Object],Commercial software application,[object Object],Development team of 8 people,[object Object],1 architect, 3 seniors, 2 juniors, 1 DBA, 1 Business Analyst,[object Object],Release 1.0 planned 6 months after project start,[object Object],4th month now ending,[object Object],Very little dependency on external contributors,[object Object],Performance issues require architecture refactoring,[object Object],It becomes clear that the goal of R 1.0 cannot be met,[object Object],Now, as a Scrum Master, what would you do?,[object Object],23 February 2010,[object Object],32,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object]
CONCLUSION,[object Object],The Scrum Master is conducting a self-organizing team,[object Object],He provides guidance, not answers,[object Object],He is responsible for maximizing the throughput of the team,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],33,[object Object],It’s my way or the highway!,[object Object],Do it because I say so,[object Object],Influence without Authority,[object Object],Responsibility without Power,[object Object]
How to become a scrum master,[object Object],23 February 2010,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object],34,[object Object]
 PROFILE / QUALITIES,[object Object],Profile,[object Object],Scrum and the values of agility have to be mastered because the Scrum Master is the rule keeper,[object Object],Abilities needed in communication and negociation,[object Object],A development background is a plus but not a must,[object Object],Qualities,[object Object],Humility, courage, honesty and humanity,[object Object],Much more appreciated for their behavior than their technical knowledge,[object Object],23 February 2010,[object Object],35,[object Object],Agile Mëtteg - Who is the Scrum Master?,[object Object]

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Agile Mëtteg series - Session 1

Hinweis der Redaktion

  1. Tatoe (Japanese): example; simile; metaphor; allegory; parable
  2. All we know about it is that Scrum.org has been created by people who left the Scrum Alliance organization. It focuses on Scrum users and the promotion of this framework.