2. •8 Years of Experience in Agile Teams
•Strongly believe Agile is an ART and not a Science!
•As an Agile coach, have wide experience of coaching the distributed teams along different geographies.
•Been a Developer, People and Project Manager of agile teams in previous experience, high ability to understand the challenges of each role, and address them as a coach.
Deepak Dhananjaya
Shiva Krishnan
•Extensive Agile experience distributed across both IT services and product companies.
•Worked in different roles such as developer, business analyst, consultant, scrum master and Agile coach
•Hands on experience in process consulting, working with leadership teams, agile trainings, building and sustaining agility in software development teams and change management
Introduction
3. •Introduce the concepts
•What is the problem?
•IkeaEffect
•Endowment effect
•The solution
•Contracting
•Benefits
•Conclusion
Agenda
6. Setting the overall direction
Designing the team and Organizational context
Monitoring & managing work process / Progress
Executing team tasks
Manager Lead Teams
SelfManaging Teams
SelfDesigning Teams
Self Governing Teams
Team’s Responsibility
Management Responsibility
Self Managing –Authority over tasks
10. Yes
No
Roles and Responsibilities of a Scrum Master (SM)
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SM is responsible for fixing all the issues
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SM handles escalations
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SM facilitates ceremonies
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SM assigns the task
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SM plans for the team
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SM tracks the progress of the sprint
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SM conducts all the ceremonies
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SM coaches the team on various aspects.
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SM books the meeting rooms for all the ceremonies
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SM should be one point contact to get clarification from the BA/PO
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SM maintains the whiteboard
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SM contacts all the dependent teams for clarification
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SM gets everybody for standup meetings
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SM builds the cohesion in the team.
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SM ensures that the sprint delivery is successful
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SM provides and decides on the task priority
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SM resolves conflicts
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SM does my appraisal
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SM creates all team reports
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It’s the SM’s responsibility to ensure that the team follows all agile practices
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Team provides status to SM during standup
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SM encourages knowledge sharing
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SM should always please the team members
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SM should always agrees with the customer
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SM facilities the removal of impediments
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SM owns the burn-down chart
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SM decides the process (sprint duration, demos time, etc..)
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SM shields the team from unrealistic expectations
11. •No dedicated Scrum master
•Pseudo manager
•SM -Point of contact for Everything
•SM –Does it all
•Lack of exposure to agile culture
The Problem
13. The IKEA effect
“IKEA effect” –the increase in valuation of self-made products
•Michael I. Norton
•Daniel Mochon
•Dan Ariely
14. In behavioral economics, the endowment effect(also known as divestiture aversion) is the hypothesis that people ascribe more value to things merely because they own them.
Richard Thaler
Endowment effect
15. •Brainstorm with the teams and identify important scrum master roles.
•Once the roles are identified, the team members pick up the different roles they wish to play
•We retrospect to identify issues and ways to improve
•Teams are supported with different techniques to execute their roles effectively
Scrum Master Roles
Stand Ups
Communication with PO
JiraUpdates
Retrospectives
SONARPlanning
Production checks
How to distribute the scrum Master role?
17. •What are the ceremonies that you need scrum masters to facilitate?
•In each ceremony what do you expect from the scrum master?
•How much bandwidth do you think is needed for each of the ceremony from the scrum master?
Activity
18. •Pick one of the ceremony as responsibility of one person/shared in your team.
•What support do you need to act this role?
•What happens if you don’t have bandwidth to do it?
•Who will do if you are on leave or have no bandwidth?
Continued..
19. •What will make you dissatisfied from the role of SM for each ceremony?
•How will you communicate it to the relevant SM?
•What will you do to address your dissatisfaction?
Continued..
20. A contract is "an explicit bilateral commitment to a well-defined course of action" Berne E. (1966). Which means that all parties need to agree:
•why they want to do something
•with whom
•what they are going to do
•by when
•any fees, payment or exchanges there will be
Three Levels of Contracts:
•Administrative Contracts: Agreement on the time, place, money involved.
•Professional Contracts: Agreement of expectations from each “Role” and understand their responsibilities.
•Psychological Contracts: Understandeach other’s style of working, establish channel of discussion during difficult times, exchange of ways to communicate during difficult times.
Contracts
21. •Positive behavioral changes
•Exhibiting collective ownership
•Forming self organized teams
•Sustenance of agile practices
•The whole team understands the essence of agility
Benefits