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Are We Prepared for Scrum Master’s Role in COVID-19 outbreak?
With Satyavrat Nirala
Why this is the high time for this change
June 22th - 2020
8:30 PM IST
www.invensislearning.com

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About Invensis Learning
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and
enterprises worldwide. Our training methodology coupled with high-quality courseware has enabled organizations
to achieve high-impact learning with increased knowledge, competence, and performance. We offer courses in
various categories such as IT Service Management, Project Management, IT Security and Governance, Quality
Management, Agile Project Management, DevOps, and Cloud courses. Invensis Learning certification training
programs adhere to global standards such as PMI, IASSC, AXELOS, ISACA, DevOps Institute, EXIN, Scrum
Alliance* and PeopleCert.

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Housekeeping
 The webinar will last up to 120 minutes. We will have 5 minutes of break after 45 minutes.
 This is for learners who are very new to Agile ways of working and Scrum.
 Most importantly who wants to know about the role of Scrum Master and how their role is more
meaningful now in COVID19 situation.
 You can ask questions throughout the Webinar, using the Chat option on Zoom.
 These will be answered during the Q&A session towards the end.

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Facilitator
SATYAVRAT NIRALA
Agile Leadership and Enterprise Coach
Satyavrat Nirala is one of Asia’s youngest trainer and coach with
certifications of CSM, CSPO, and CAL, CAMS, Change
Management.
He has been training and coaching Project management teams,
Scrum teams internationally for the last 7 years.
Started his career as a project technical analyst, Satyavrat has
traversed through various roles in his journey including that of a self-
thought coder, software engineer, Business Analyst, SME, Scrum
Master, Process Consultant, Project Management and Agile guide
and coach and Mentor over a span of 14+ years.
He loves learning and has more than 21 certification in Agile and
various discipline.
His goal is to help everyone to think about the possible challenges
and co-learn about how to adapt to challenges.

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Knowing how the
organizations are now
thinking and working in
different approaches?
Why roles like Scrum
Master will help us?
Rethinking the way
we look at Problems
Mission

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 Introduction and how we can be ready for disruption
 Who is a Scrum Master and why we need a Scrum Master?
 How Scrum Master helped the teams in COVID19 to align and maximize value.
 Why this is the high time for us to know about the role.
 Q&A
Outline

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COVID-19: Impacts to both personal and professional lives
Crisis Management and Response
Planning and Execution
Results
Finance

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What will happen if we do not respond to disruption?

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Do you think there are more challenges than we anticipate?
Change Nature Risk VISION
Change Dynamics Instability Take Action
Change Rate & Speed Flux Probe Changes Regularly
Understanding
Unpredictability Direction Paralysis Wider Understanding
Potential Surprises Overload Different Perspectives
Unknown Outcomes Misunderstanding No knowledge Silo
Clarity
Correction Unproductive Focus
Effects and Influencers Dualities Flexible and Creative
Agility
Idea vs Actuals Doubts & Distress Flexible Decision Making
Misinterpretations Lapse in Decision Making Innovation
Miscommunication Hurt Innovation Accountability
Uncertainty
Volatility
Complexity
Ambiguity
Drivers Effects Demands

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Exercis
e
Questions for all
Which Industry has
brought biggest disruption
in last 20 years?
15 seconds

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What our IT and Software teams have done differently?

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They Started their journey of Agile and Adapted to Change Quickly
Define Agile in one word

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Agile
Method
Methodology
Process
4 Values
12 Principles
AGILE
Scrum
XP
DADLean
DSDM Kanban

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Agile Values

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Agile Principles

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Why choose Agile?

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They moved from Defined way of thinking to Empirical way
DEFINE
D
• Given a well-defined set of
inputs, the same outputs are
generated every time
EMPIRICA
L
• Frequent inspection and
adaptation
occurs as you proceeds
• Outputs are often
unpredictable and
unrepeatable; hence you
prepare for smaller
challenges.
• Follow the pre-determined steps
to get known results

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Empirical Processes Require Trust & Courage
Trust &
Courag
e
Transparenc
y
Inspection Adaptatio
n

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Method
Process
Is a
Framework
Methodology
What is Scrum?
A framework within which people can address complex adaptive problems, while
productivity and creatively delivering products of the highest possible value.
Lightweight Simple to understand Difficult to Master

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3 Pillars of Scrum

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SCRUM
Agile
Scrum Values

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Focus
Focus on what’s imminent as
the future is highly uncertain
Focus on the simplest
thing that might possibly
work for making things
done.
Focus on
expertise.
focus on what we know now
Focus on what’s most important now.

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Respect
Respect by not wasting effort
on things that are not valuable
Respect the
accountabilities of Scrum.
Scrum ecosystem thrives on respect for
people, their experience and their
personal background.
Respect different opinions.
Respect each other’s skills, expertise
and insights.

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Openness
Open in sharing feedback
and learning from one another.
Open for change as the
organization and the world
in which they operate
change
Open
for people, and working with people; acknowledging people
to be people, and not ‘resources’,
robots, cogs or replaceable pieces of machinery.
Open to collaborate across
disciplines, skills and techniques.
Open about their work, progress,
learnings and problems.

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Commitment
Commit to look for
improvements.
Commit to the definition of
Done.
Commit to focus on value.
Commit to finish work.
Commitment is about
dedication and applies to the actions and the intensity
of the effort
Commit to self-organize. Commit to
excellence.
Commit to quality. Commit to collaborate.
Commit to learn.

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Courage
Courage to share risks and
benefits.
Courage to change
direction.
Courage in admitting that
requirements will never be perfect and that no plan can
capture reality and complexity.
Show the courage to consider
change as a source of inspiration &
innovation.
Show courage by not wasting effort
on stuff that nobody wants

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STAKEHOLDER
S
Scrum Events
 The Sprint
 Sprint Planning
 Daily Scrum
 Sprint Review
 Sprint Retrospective
The Scrum Team
 The Product Owner
 The Development Team
 The Scrum Master
PRODUCT
BACKLOG
IDEA
Plan
Inspect
& Adapt
SPRINT
BACKLOG
Sprint
Potentially
Releasable
Product
Increment
To Do Doing Done
✓
Done =
Coded
Tested
No Defects
Sprint Goal
Product
Backlog
Refinement
Produce
DAILY SCRUM
SPRINT PLANNING
SPRINT REVIEW
SPRINT RETROSPECTIVE
Scrum Artifacts
 Product Backlog
 Sprint Backlog
 Increment
Scrum Overview

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Incremental
Iterative
User
Feedback
User
Feedback
Delivered in pieces
Refine concepts over time.
Start with what you know,
refine products as you go.
Idea Credit : Jeff Sutherland
Iterative and Incremental

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All about the Scrum Roles

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Org
Product Owner
Development Team
ScrumMaster
Servant Leader Impediment Remover
Facilitator
Teaches ScrumChange Agent
Coach
Scrum Master

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Sprint Review
Sprint Retrospective
Daily
Stand-up
Scrum Ceremonies/Events
First Day Last DayEvery Day
Sprint Planning

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After COVID-19, we have one more Unexpected Challenge
REMOTE DISTRIBUTED TEAMS

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Exercis
e
Questions for all
What is your biggest
challenge in Remote
work?
15 seconds

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Challanges of Remote Distributed Teams

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Sucessful Remote Approaches
Basic technology support for collaboration and for frictionless but secure
access to important resources, which is a necessary condition for..
A culture of trust, inclusion, and making work visible, which is a necessary
condition for…
Intentional transparency and vulnerability on the part of leaders and team
members alike.

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The 1st big solution for Scrum Masters
Diagram Copyright Alistair Cockburn

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The 2nd big solution for Scrum Masters

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The 3rd and Ultimate Solution for Scrum Master
Changes from the Behavioural Perspective:
 Ensure new behaviours are clearly
communicated
 Policies and procedures (especially
reward and recognition) are aligned
 Communicate expectations
Changes from the Psychodynamic Perspective:
 Acknowledge the emotional side
of change
 Treat people as adults
 Surface negative feeling and talk
through
 Seek to fulfil emotional needs
Changes from the Cognitive Perspective:
 Link organizational goals with
individual goals
 Focus on results
 Develop motivating visions
Changes from the Humanistic
Perspective:
 Reinforce two-way communication
channels
 Address people’s higher
aspirations
 Develop a ‘learning organization’

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Behavioural Perspective Changes
Theory X Theory Y
Attitude Dislike Work. Avoid it.
Takean interest in
work. Like it.
Direction
Unambitious: prefer to
be directed by
Ambitious: capable of
directing own
Responsibility Avoid responsibility.
Seek and accept
responsibility.
Motivation
Unmotivated. Need to
be motivated.
Are intrinsically
motivated.
Supervision
Need supervision and
control.
Self-direction and
self-control.

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Accepting Psychodynamic Change (Transitions Curve)
Kubler Ross (1969)
Adam, Hayes, Hopson (1976)
Numbness
Shock
Sudden
Awareness
Denial Blaming Self
Blaming others
Panic
Dread Testing
Experimentation
Discovery
Learning
Feelings of optimism
Hope
Renewed energy
Integration &
new meaning
Feelings of
satisfaction
Selfesteem
Depression
Insecurity
Acceptance
Acknowledgement
ANGER
DEPRESSION
ACCEPTANCEBARGAINING
Time
DENIAL

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Assumption: ‘The clearer the goal, the greater
the likelihood of achievement.’
“Stupidity is doing the same thing over and over
again, but expecting different results.”
OutcomeFeelings Behaviours
What are my
core values?
What are my limiting beliefs and
attitudes?
What is my most
effective state?
What do I need to
be doing?
What specific outcomes
do I want?
Self-concept &
values
Beliefs Attitudes
Cognitive – Achieving Outcome

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Understanding our Humanistic Approach in-depth
 Combines insights from other approaches and focuses on:
• Importance of subjective awareness
• Importance of taking responsibility
• Significance of the person as a whole entity
 Emotional self-awareness
 Ability to engage with others on an emotional level
 Addresses motivation and behaviour.

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Psychological Safety

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Q & A Session
 Now the Session is open for Question and Answers
 Please drop your questions on the Q&A panel on the right side of the screen.
 If the participants would like to raise a direct question to the trainer you can select the drop down box and select
Ask a question so I can unmute your audio.

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Thank you for joining us...

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