Real case studies on how to be a 'right' ScrumMaster

1. Are You Being A Right
ScrumMaster ?
Date: April 9, 2013
By: Ethan Huang
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2. ScrumMaster
你做对了吗？
Date: April 9, 2013
By: Ethan Huang
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3. Ethan Huang
ethuang@cisco.com
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4. Warm up !
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5. PAGE: 5

6. What is a ScrumMaster ?
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7. The ScrumMaster - Characteristics
Represents team to the management
Represents management to the team
No management title CANNOT make decisions on behalf of the team
Authorized “sheep-dog”
Coaching the team rather than being a player
Change Agent
Listen much more than tell
A servant leader
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8. The ScrumMaster - Mission
Responsible for enacting Scrum values and principles
Removes impediments
Serves the Product Owner and team
Protects the team
Facilitates team collaboration/productivity
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9. Working with PO and the Team
Transparency Management
Stakeholders Communication Layer
Self-management
Product Owner ScrumMaster
Development Team
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10. Three roles in one team
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11. Three roles in one team
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12. How could a ScrumMaster
step back and be a coach?
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13. The chicken and the pig
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14. Be a Chicken!
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15. Case Study
Some team members are not proactive enough. They spend 1
week on some tasks other people believe they can complete
in couple days.
一些团队成员不 积 。他们花一周时间在一些 人认为他们只需要
一 天就能 定的任务上。
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16. Case Study
Team is complaining that there are too many meetings in Scrum. In the
meeting room many team members are just listening, in WebEx meetings
a lot of attendees are on mute.
团队抱怨Scrum里会议太多。在会议室里很多团队成员只是在听而已，在
WebEx 里很多人都是静音状态。
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17. Case Study
The Daily Scrum lasts on 3 minutes - everybody reports the same thing: “
Today I am working on the same task as yesterday, tomorrow I will keep
working on this task, no blocking issues”.
Daily Scrum 只需要三分钟 - 每个人都状态都一样：“今天我在做昨天的任务，
明天继续，没有 blocking issues”。
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18. Case Study
During the daily Scrum, the ScrumMaster was checking the
status with every team member one by one, then put them
together to a daily report for the upper managers.
在daily Scrum中，ScrumMaster挨个检查每个团队成员的状态，然后
把这些信息整理成一份给管理层的每日状态报告。
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19. Case Study
A team-member speaks up and says he thinks the retrospective
is a waste of time; several other team members murmur in
agreement, and someone else suggests that the team stop doing
the retrospective. They feel the action items are never really
taken care of.
一个组员提出意⻅见，他说他觉得回顾会是浪费时间；其他组员也低声附
和，还有一些人建议团队停止召 回顾会议。他们觉得回顾会决定的行
动项很少被真正的执行的。
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20. Case Study
In Sprint Planning meeting PO, PM, EM and the 2 core team
members spent 3 hours talking about what are the user stories
team should be working on. But after that team still find there a
lot of open questions on requirement. Team works very hard but
still cannot deliver some user stories due to requirement
changes.
在 Sprint 计 会议中 PO，PM，EM 和2位核心团队成员花了3小时讨论
需求。可是会后团队还是发现需求上有很多不清楚的地方。团队工作很
辛苦，但是最后由于需求变更还是没能交付所有的用户故事。
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21. Backlog Grooming
Not a formal sprint event, but a continuous activity
PO and team work together to ensure requirement is ready before a sprint
User stories are decomposed to smaller ones and AC are added to meet DoR
Backlog Grooming Backlog Grooming Backlog Grooming
Sprint N Sprint N + 1 Sprint N + 2
Sprint N Sprint N + 1 Sprint N + 2
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22. Case Study
A team has been doing Scrum for 6 months, and it has never
gotten to 100% done at the end of a Sprint; it only gets to
80-90% done every Sprint. Now the PO is asking them if they
can complete all feature before the ‘deadline’.
一个团队已经运用Scrum6个月了，并且他们从未实现过100％完成一个
Sprint；每个Sprint他们只能完成80−90％。现在 PO 在问团队是否可
以在最后期限前完成所有功能。
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23. Release Planning
In Scrum Release Planning is a simple math game
Total # of Story Points Estimated 300
Low Velocity 30
High Velocity 50
How many sprints will be needed to deliver all user stories?
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24. When can we get 150 points done?
Feature"Burn"Up"Chart"
200"
180"
160"
140"
120"
100"
80"
60"
40"
20"
0"
S1" S2" S3" S4" S5" S6" S7" S8" S9" S10" S11" S12" S13" S14" S15" S16" S17" S18"
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25. What can I get by the end of Sprint 16?
Feature"Burn"Up"Chart"
200"
180"
160"
140"
120"
100"
80"
60"
40"
20"
0"
S1" S2" S3" S4" S5" S6" S7" S8" S9" S10" S11" S12" S13" S14" S15" S16" S17" S18"
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26. Take-aways
• Ask more questions, talk less.
多问问题，少发表意⻅见
• Find the root course, don’t just fix problems.
找到问题的根源，不要头 医头
• Use statistics data to help team improve.
用统计数据帮助团队改进
• Build up good relationship with the managers, get their support.
和管理层建立良好 系，得到他们的支持
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27. Thanks!
That’s all for today
Date: April 9, 2013

28. Reading List
• Agile and Iterative Development: A Manager’s Guide by Craig Larman
• Agile Estimating and Planning by Mike Cohn
• Agile Project Management with Scrum by Ken Schwaber
• Succeeding with Agile - Software Development Using Scrum by Mike Cohn
• Agile Retrospectives by Esther Derby and Diana Larsen
• Agile Software Development Ecosystems by Jim Highsmith
• Agile Software Development with Scrum by Ken Schwaber and Mike Beedle
• Scrum and The Enterprise by Ken Schwaber
• User Stories Applied for Agile Software Development by Mike Cohn
• Lots of weekly articles at www.scrumalliance.org
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