Who is Hass Howard, and How can I Help your

Teams Achieve High Performance with Scrum?

I’m an Experienced Scrum Master with Expert Proficiency in… Implementing & Coaching the Scrum Framework, Organizational Change, Servant

Leadership, and Scaling Scrum to Large & Distributed Enterprises

Scrum Fundamentals

I help teams successfully navigate their Scrum & Agile Journeys

There are many points of interest on your journey to Agility and High Performance; here’s a view into how I navigate Teams to the common destination of Understanding and Applying the Fundamentals of Scrum.

Scrum

Roles

Scrum

Events

Scrum

Artifacts

Backlog

Grooming

Release

Planning

Sprint

Execution

Scrum

Roles

Scrum

Events

Scrum

Artifacts

Backlog

Grooming

Release

Planning

Sprint

Execution

Practices

Activities

Ho

w I

Ge

t Te

ams

to

Hig

h

Pe

rfo

rman

ce S

cru

m

Scrum

Roles

Scrum

Events

Scrum

Artifacts

Backlog

Grooming

Release

Planning

Sprint

Execution

Promote

Cross-

Functional

Teams

Common

Event

Outcomes

Maintain 3

Artifacts

Single or

Multiple

Backlogs

Standard

Sprint

Length

Identify the

Product and

is Value

Stream

Demonstrate

Best

Practices &

Templates

Generate

Artifacts

(physical &

electronic)

Schedule &

Facilitate

Scrum

Events

Teach and

Advocate

Role Duties

Visualize

Work in

Progress &

Impediments

Facilitate

On-going

Release

Planning

Smaller and

More

Frequent

Releases

Establish

Definition of

Ready

Help Define

Events’

Ground

Rules

Assess

Team

Structure &

Scaling

Strategy

Encourage

Inter-Team

& Intra-

Team

Collabo-

ration

Assist

Creation of

Release

Objectives &

Constraints

Scrum

Roles

Scrum

Events

Scrum

Artifacts

Backlog

Grooming

Release

Planning

Sprint

Execution

Promote

Cross-

Functional

Teams

Common

Event

Outcomes

Maintain 3

Artifacts

Single or

Multiple

Backlogs

Standard

Sprint

Length

Identify the

Product and

is Value

Stream

Demonstrate

Best

Practices &

Templates

Generate

Artifacts

(physical &

electronic)

Schedule &

Facilitate

Scrum

Events

Teach and

Advocate

Role Duties

Visualize

Work in

Progress &

Impediments

Facilitate

On-going

Release

Planning

Smaller and

More

Frequent

Releases

Establish

Definition of

Ready

Help Define

Events’

Ground

Rules

Assess

Team

Structure &

Scaling

Strategy

Encourage

Inter-Team

& Intra-

Team

Collabo-

ration

Assist

Creation of

Release

Objectives &

Constraints

VALUES & PRINCIPLES

How you think influences your actions, so I take care to promote and explain Values & Principles that align with your desired Scrum and Agile Outcomes.

Scrum

Roles

Scrum

Events

Scrum

Artifacts

Backlog

Grooming

Release

Planning

Sprint

Execution

Promote

Cross-

Functional

Teams

Common

Event

Outcomes

Maintain 3

Artifacts

Single or

Multiple

Backlogs

Standard

Sprint

Length

Identify the

Product and

is Value

Stream

Demonstrate

Best

Practices &

Templates

Generate

Artifacts

(physical &

electronic)

Schedule &

Facilitate

Scrum

Events

Teach and

Advocate

Role Duties

Visualize

Work in

Progress &

Impediments

Facilitate

On-going

Release

Planning

Smaller and

More

Frequent

Releases

Establish

Definition of

Ready

Help Define

Events’

Ground

Rules

Assess

Team

Structure &

Scaling

Strategy

Encourage

Inter-Team

& Intra-

Team

Collabo-

ration

Assist

Creation of

Release

Objectives &

Constraints

Respect &

Collective

Ownership

Emergent

Design &

Embrace

Change

Courage &

Visualize

Work in

Process

Commit-

ment &

Adaptive

Planning

Openness

& Trans-

parency

Focus &

Frequent

Business/

Customer

Relations

Scrum in-Action: Team Formation An example of how I assisted Integrations’ Teams (web

services) with establishing and scaling their teams

Initiative Number of 2 Month Releases Needed from 1 SCRUM Team

Skills Needed

Low High

Enhancements to EEF and Workflows for Site Monitors 2 3

Java UI and Back-end, BPEL, OSB

Enhancements to EEF and Workflows for Site Portal Users 2 3

Java UI and Back-end, BPEL, OSB

Enhancements to EEF and Workflows for Project Surveillance 2 3

Java UI and Back-end, BPEL, OSB

Enhancements to EEF and Wofklows in Support of GDSM -Centralized Data Review 1 1.5

Exact mix unknown, but possibly: Java UI and Back-end, BPEL, OSB

CTMS and eTMF Integration to SDE 0.5 2 Back-end Java, OSB Portal Self Registration 1 2 Back-end Java and/or OSB Service Support for Operational Profile and Training 1 2

eTMF Document Tracking 0.5 1 Back-end Java, OSB

Develop Recruiter – DPU Interface and CCP enhancements. 0.5 1.5

Back-end Java, OSB

BMS and Other Customer Integrations 1 3 Back-end Java, OSB Migrate Services Using Old MDM to New MDM 0.5 1

Back-end Java, OSB

Replatform WLI Services 0.5 1.5 Back-end Java, OSB

Re-platform DRSS 0.5 1.5 Back-end Java, OSB

Shared Services Enhancements & Other Product Maintenance 0.5 1.5

Back-end Java, OSB

Total Number of Releases Requested 13.5 27.5

Number of SCRUM Teams Needed for 2014 Demand 2 4

# Releases Needing UI Skills 5 (37%) 10.5 (38%)

# Releases Needing Back-end Skills 13.5 (100%) 27.5 (100%)

Facilitated a Means of Identifying Skills Gaps to

Becoming a High-Performing and Cross-Functional Team

in Support of the Enterprise Product Portfolio

Scrum in-Action: Event Facilitation An example of how I helped teams set the stage for

effective Daily Scrums and Sprint Planning

Scrum in-Action: Story Elaboration An example of how I empowered a Scrum Team to

leverage activity diagrams and focused conversations to derive high quality user stories and supplemental story

context

I need to identify the country

I need to filter based on the

Month too

And also the year because data might

exist for multiple years

I then view this information to determine ….

A (virtual) item is added to the shopping cart. At checkout, the item is transformed into a line item on an order, a charge to the credit card merchant, and a receipt. The order is sent to Fulfillment, which generates a tracking number, selects an actual item for shipping, and prints a packing slip and a shipping label. Shipping (e.g., the post office) sends the actual item to your door.

Questions for you to consider: • Can you describe how a user will interact with the system to generate the

report?

• In 15 minutes or less, do you believe you can illustrate this workflow as an activity diagram?

• From the activity diagram, what opportunities do you view to form user stories?

• In a distributed conversation about a user interaction will the use of an activity diagram benefit the Team, and how?

Scrum in-Action: Sprint Health An example of how I support teams with increasing their

visibility into the health of their Sprints, Releases, and People Practices

What is the Performance Measure?What Calculation is Used to Generate the

Performance Metric?

By Examining this Performance Indicator, What

Does it Tell Us?

Story Points Completed # of Story Points Accepted by the Product Owner

(for Sprint)

How much work has been successfully delivered

by the Team at the end of every Sprint; this

metric also drives velocity-focused performance

indicators, in addition to AgileEVM calculations.

Story Points Completed vs. Story Points

Planned

# of StoryPoints Accepted / # of Story Points

Planned (for Sprint)

The variance between the amount of stories

forecasted at Spring Planning and the amount of

stories delivered at the end of the Sprint (note:

not delivering all stories does not necessariy

mean the Sprint Goal was not achieved)

Sprint Goal Achieved Yes or No response by Product Owner to the

question "Did the Team fulfill the Sprint Goal?"

Identifies if the Sprint Goal was achieved

regardless if there was an increase or reduction in

the number of Product Backlog Items delivered

for the Sprint

Story Points Added # of Story Points Added to/Subtracted from the

Product Backlog between the start and end dates

of the Closing Sprint

The increase/decrease in scope to the Product

Backlog, which may result in a change to the

ordered delivery of Product Backlog Items

Cost Per Sprint ((labor rate x actual number of hours for Sprint) +

Other Sprint Costs)

The actual cost of each Sprint

Average Velocity Total Points Completed / # of Sprints Completed The average amount of work, in size and

complexity, that the Team is completing per

Sprint, which is helpful in preparing Release

Planning Forecast.

Story Cycle Time The # of Sprints it takes to complete a story (have

accepted by Product Owner)

How efficiently the Team is producing the

functionality of stories

Impediment Cycle Time The # of days it takes to resolve an Impediment How well the Team and Leadership are

performing in the removal of obstacles that are

impeding the Team's productivity

Actual Percent Completed (Story Points) Release Story Points Completed / Total Story

Points Planned

How much of the desired feature set for the

current Release has been delivered in respect to

the total amount remaining

• How much work remains in the Sprint? • How soon might a user story be ready for Product Owner acceptance? • Has the Team pulled too little and/or too much work into the Sprint? • Are Team Members exceeding their capacity for the Sprint?

How to Interpret When burning down hours, the focus is on the Demand of Sprint Work vs. the Remaining Capacity of the Team. Although work can be burning down (completing) during the Sprint, stories and defects may still be at risk of not being done.

Team Members and others viewing the Sprint Burn Down should examine User Story Statuses and Story Points Completed to obtain an accurate understanding of the Sprint’s health.

Scrum in-Action: The Long Views An example of how I aid teams with Release Planning,

Product Envisioning, and Continuous Improvement

Fixed Flexible Adapt

Scope

Schedule

Cost

Illustrate the Elements of the Challenge to the Team

and Assume Shared Responsibility for

Implementing the Resolution

A Superb Agile Coach who is a Great

Scrum Master because … • Scrum Master for more than 40 Teams • Competent in fulfilling Scrum Master duties for multiple teams in parallel • Experienced Scrum integration with XP, SAFe, UML, UX, Lean Engineering,

ITIL, and many other frameworks and processes • 6 years of Advanced Organizational Change Management (ADKAR, Kotter,

and many other change management frameworks and practices) • Expert user and administrator of Agile Project and Lifecycle Tools to

include: Rally, Version One, JIRA, Rational RTC, and many others! • Able to train development and non-development teams in the application

and value of Scrum and Agile • Significant experience with applying Scrum in regulated environments • Capable of mentoring Senior Leaders and Managers in how to effectively

support and empower Scrum/Agile Teams

If I can successfully teach Scrum to 6th, 7th, and 8th graders, then there’s a good chance I can help your

teams with Scrum and Agile

Thank You for Considering Me Email: gamonh@gmail.com Online Profile: hassagilecoach.blogspot.com Phone: 305-764-4458 Currently Detroit, MI: Next Destination is Your Work Site!