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Help the Scrum Master IS the Impediment

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The change in mindset necessary to become a servant leader is incredibly hard for a scrum master who comes from command and control background. As a newly minted Professional Scrum Master (PSM I), I returned to my team excited and ready to get underway with a scrum adoption. Unfortunately, I had not fully grasped the concept of servant leadership. Instead of being a change agent, I was an impediment.

My own cautionary tale is unfortunately a common one. Well meaning people with 2 day certifications can do a lot of damage to a new scrum team. Attendees will learn about the difficulties of becoming a scrum master, how scrum team members need to embrace the scrum values to promote healthy team practices, and that even certified scrum masters can lose their way.

Veröffentlicht in: Leadership & Management

Help the Scrum Master IS the Impediment

  2. 2. @ryanripley
  3. 3. #AgileIndy2015
  4. 4. What is a scrum master?
  5. 5. “The Scrum Master is responsible for ensuring Scrum is understood and enacted.” --The Scrum Guide
  6. 6. What is an impediment?
  7. 7. “Anything that prevents the scrum team from being productive.”
  8. 8. Every scrum master can avoid becoming an impediment to their team by frequently inspecting and adapting their behaviors.
  9. 9. “A dead scrum master is a useless scrum master.” --Ken Schwaber
  10. 10. “Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.” --Norm Kerth, Project Retrospectives: A Handbook for Team Reviews
  12. 12. “I don’t care if you want to use software to track user stories, we’re going to start with 3x5 cards and masking tape!”
  13. 13. O’RLY ???
  14. 14. INSPECT: •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?”
  15. 15. ADAPT: •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
  17. 17. “A project manager could maybe become a tester...maybe.” --Ken Schwaber
  18. 18. “Alright, this story is pretty simple… Bob can knock it out in a few days... This next one…”
  19. 19. “500 YARDS OF FOUL-SMELLING MUCK” --Red “The Shawshank Redemption” The PMP® to CSM® pipeline…
  20. 20. INSPECT: •How the team manages their work •Focus of Daily Scrum meeting •Unsolicited advice •Interrupting progress to pontificate
  21. 21. ADAPT: •Questions over statements (2:1 ratio) •Make failure an option – and then fail •The team owns tasks and solutions •Ask for permission to help
  22. 22. “DAD! Stop helping me!” --My son, tired of me inflicting help
  24. 24. “I don’t think that design will work. You should code the story like this…”
  25. 25. INSPECT: •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?
  26. 26. ADAPT: •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
  27. 27. SUPER HERO
  28. 28. “That’s not how it’s done! Here, let me show you the “right way” to be agile…at 2am.”
  29. 29. INSPECT: •Team seeks your approval before acting •Team asks about the “right way” to do Agile •Are you insisting on “correct” solutions?
  30. 30. ADAPT: •Resist the urge to solve the teams problems •Get comfortable with awkward silence •Focus on relationships
  31. 31. Learn to be introspective
  32. 32. The Scrum Values: •Commitment •Respect •Focus •Openness •Courage LINK: http://agileanswerman.com/scrum-values-can- make-or-break-your-agile-project/
  33. 33. Take time to reflect on your day
  34. 34. Own your mistakes, apologize, learn, and grow.
  35. 35. http://agileanswerman.com ryan@agileanswerman.com @ryanripley