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ROLE OF THE PROJECT MANAGER IN SCRUM DFW Scrum 21Oct2014

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―  Introduction

― Governance and Compliance

― Organization Structure ⁃  Breakout Discussion

⁃  Group Discussion

― Project Manager | Scrum Master Scenarios ⁃  Breakout Discussion

⁃  Group Discussion

AGENDA

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WHAT IS A PROJECT MANAGER?

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WHAT IS A SCRUM MASTER?

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WHAT ABOUT…

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WHO IS A BETTER CHANGE AGENT?

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TYPES OF ORGANIZATIONS Organizational Structure

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WHAT ARE THE BENEFITS OF EACH ORGANIZATION? Breakout Discussion

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Benefits of each

― All Scrum Masters (0:n) ⁃  No Project Managers, only Scrum Masters

⁃  Not the same as all Project Manager titles have been replaced by the title of Scrum Master

― One Project Manager and One Scrum Master (1:1) ⁃  Every project has a Project Manager and a Scrum Master

― One Project Manager and Several Scrum Masters (1:n) ⁃  Every project has a Project Manager but there are several Scrum Masters

TYPES OF ORGANIZATIONS

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HOW WOULD A PROJECT MANAGER OR A SCRUM MASTER HANDLE THESE SITUATIONS? Breakout Discussion

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Breakout Discussion

― Each of the following slides has a scenario and one or more follow-up questions

― For each question… ⁃  What are the appropriate next steps for a Project Manager to take?

⁃  What are the appropriate steps for a Scrum Master?

Logistics

1.  Each group will be given a scenario

2.  Decide what the best steps are for the Project Manager and Scrum Master in the scenario

3.  If you finish early, pick another scenario or make up a new one

PROJECT MANAGER | SCRUM MASTER

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Schedules and Release Dates

Odette is the Development Manager for a team of five coders and two testers at Piccolo Mondo. Bianca is the (Project Manager | Scrum Master), and is leading a project to provide an updated product for one of the company’s major customers. Bianca believes the project is three weeks behind schedule. If the project is delivered late, then Piccolo Mondo will have to pay substantial penalties.

1.  Odette starts to tell all of the coders to start working overtime. What should Bianca do?

2.  Odette starts telling each coder and each tester what to do, what should Bianca’s response be?

3.  To get the project back on schedule, the team gets together and decides to cut corners and get creative how they count defects. How should Bianca react?

SCENARIO I

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Governance

Tava is the (Project Manager | Scrum Master) at Casual Options, a popular sportswear chain. Casual Options has been using a third party for payment processing at their online shopping site, but their CTO, Malik, decided that the company should build and in-house solution. After Tava and the Development Team estimated the project and presented the expected release date, Malik added that the project must also meet the highest levels of FIPS and PCI compliance. The Development Team was not completely aware of the compliance requirements.

1.  What are Tava’s next steps?

2.  What advice should Tava give the Development Team?

SCENARIO II

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Ambiguous Requirements

1.  Mathilde is a coder at Practi-Plan. While implementing new software for a project she can’t understand the requirements for a specific behavior, so she asks Rueben the (Project Manager | Scrum Master) what to do next.

2.  Later in the project, Jin starts to test the product and his tests indicate that the requirement isn’t met. He tells Rueben that there is a new defect. What should Rueben do?

SCENARIO III

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Defects and Metrics

Caspar is a (Project Manager | Scrum Master) at The Steinberg Group, a leading software company in Sweden. Caspar notices there is a 50% increase in the arrival rate of defects. What should Caspar do?

1.  The defects are found during development testing prior to release to the Customer.

2.  The defects are unique and are field reported defects.

3.  While there is an increase in defects, the defects are all low severity.

SCENARIO IV

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Status Reporting and Metrics

Elise is writing the status report for her project using the common Project Status Report template used at Fedco, Inc. She is troubled because the template is asking for a metric that is not specific for the development process her project is using and paints her project in a bad light.

1.  What advice would you give Elise?

2.  What are some problematic metrics between Scrum and other iterative processes?

SCENARIO V

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Executive Visibility and Status

1.  Hakim is a high level executive at Car Physician, a leading provider of software products to the auto repair industry. He is annoyed because he doesn’t feel like Erminia, the (Project Manager | Scrum Master) is giving him enough details about the latest project. Hakim has scheduled a daily meeting with the Development Team to get status on progress.

2.  Hakim read an article about managing software projects and heard about a burn down chart. He has asked Erminia for a burn down where the number of requirements remaining to be implemented is on the vertical and time is on the horizontal axis. Later, Hakim realizes he forgot about testing and asks that the vertical chart show the number of requirements implemented and the number that have been validated.

SCENARIO VI

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Change Requests

Anna is a (Project Manager | Scrum Master) at Helsop’s Software, a consulting firm. The client, Retro Menu, has proposed a change in requirements (a change request)

1.  The change is in an area of the website that the Development Team hasn’t worked on yet.

2.  The requested changes alter behavior that has already been implemented.

3.  The requested changes force a redesign of the software architecture.

SCENARIO VII

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Risks, Issues and Dependencies

Alex is a coder at Team Designers and Associates (TD&A) where he is working on a joint development project with Alpha Records. He spoke with Bethany, the (Project Manager | Scrum Master) at TD&A and said he was worried that the backend software that Alpha Records was developing would be late and would be incompatible with TD&A’s systems.

1.  What should Bethany do next?

SCENARIO VIII