Scrum Master as facilitator
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Transcript of Scrum Master as facilitator
Some Working Agreement
If you want to be here - act like you want to be here
Some Working Agreements
Comfort Zone
Panic Zone
Learning Zone
Comfort Zone
Panic Zone
Learning Zone
Comfort Zone
Panic Zone
Learning Zone
This is my Life :)
FACILITATION
FACILITATION FACIL
Facilitation Definition
The act of helping other peopleto deal with a process without getting directly involved in the.process, discussion, etc.
Respect the sticky noteOne item per sticky, use a sharpie
EXERCISE
Let’s Form Teams
TABLE OF CONTENTS
What is facilitation?
Basic facilitation principles
Scrum ceremonies facilitation
Offshore tools
Traps and pitfalls
4 Principles to start with:
EnthusiasmBoundaries
Time Boxing Be prepared
Be Prepared
Six critical questions:
Create a setting for success
1) Purpose 2) Outcomes 3) Decisions
4) Questions 5) Impact 6) Set the Stage
Time Boxing
Allocate a certain amount of time to an activity in advance
Visual
Plan in advance
Focus
End time box: hard vs. soft (recommended: maximum 45 mins)
Some will say: “We all live in time box determined by death”
How would you prepare for this kind of meeting?
Boundaries
Give you a sense of self
You are able to decide how you want to be treated by others
You are able to make decisions that serve and support you
Help prevent double bind situation
Why?
Some will say: “Freedom with Boundaries”
Boundaries
DoD (Definition of Done)
DoA (Definition of Awesome)
Working Agreements
Sprint / Release
Examples:
Consensus ! No Democracy
Hell Yes! O.K No Way!New Idea
Build the ultimate working agreements
Working Agreements:
The team starts and end the day together
Being on time is critical
The team stay 100% committed and 100% focused, no interruptions (1 interruption == 1 joke)
All wireless devices on silent mode
Pointing Fingers has no place
No veto power from outside the team
No silent objectors. Don’t have silent disagreement
What I say in the room stays in the room
Enthusiasm
It’s contagious
If you are not enthusiastic - how can you expect it from others?
You are the “salesperson” - do you believe in what you are selling?
Reduce cynicism
Why?
Some will say: “Lead by example”
TILL YOU MAKE IT!
Option #1: Fake it
What it feels like
Option #2: Learn
SCRUM PROCESS OVERVIEW 3 Roles:
Product owner
Scrum Master
Team 4 Ceremonies :
Sprint Planning
Daily
Sprint review
Retrospective 3 Artifacts:
Product Backlog
Sprint Backlog
Burndown Charts
PUZZLE SCRUM
Game Rules 3 Roles:
Product owner = I am
Scrum Master = alternate
2 teams
Iteration = 5 days
1 day = 8 mins
For each meeting:
Be prepared
Time box
Simulation
Product Backlog Refinement = Grooming
Puzzle Backlog
1. Door 2. Right wall bottom 3. Front Wall 2 windows 4. Left wall 5. Back wall 6. Roof
Some questions
First iteration:
Who sets the reference point?
How do they set the reference point?
Puzzle Backlog
1. Door 2. Right wall bottom 3. Front Wall 2 windows 4. Left wall 5. Back wall 6. Roof - 2 SP
Be Prepared
Why are we spending our valuable time together?
Get ready for the next 2-3 sprints Clarifying: Identify ambiguity, learning, dependency Estimation: It might impact the priority Splitting: If needed
Purpose:
Be Prepared
What does success look like?
All refined PBIs can be “Done” by the Development Team within one Sprint There enough PBIs “Ready” for selection in the following Sprint Planning The people (or representatives) who will do the work make the final estimate The team members have clear understanding on each PBI: business value & ranking The product owner has clear understanding on the selection between different trade-offs
Outcomes:
Be Prepared
What do we need to decide?
Who should participate? Which method of estimation to use?
Decisions:
Be Prepared
What are the questions we need to answer while we are together?
Is everyone participating actively? What is our reference point? If not what do we do? Do team members understand the PBIs in the level they need? How do we handle identified unknowns and dependencies?
Questions:
Be Prepared
How do I/we want people to feel at the end of this meeting?
Excited (or at least engaged) Committed Achievable Time worth spent trustful
Impact:
Be Prepared
Where? How? Accessories?
White board Presenter planning poker cards Recommended: sitting in a circle so everybody will be able to see everyone else (comfortable)
Set the Stage:
Time Box
Up to 5% out of the sprint cycle Should we split?
…more then one team works on the same backlog?
…there are a lot of unknowns? …big gaps in business knowledge?
…no quality expertise?
…PO (or someone else) tries to influence the estimation all the time?
…everyone is talking at the same time?
What should you do if..
Option #1: Wisdom of crowds 1. The item to be estimated is read to all
2. Attendants ask clarifications for the item
3. Each person selects a card and displays it for all
4. The final estimation is the average of all participating people
5. Handle next item
Let’s go..
1. Door 2. Right wall bottom 3. Front Wall 2 windows 4. Left wall 5. Back wall 6. Roof - 2 SP
Very Fast
Option #1: Wisdom of the crowds
Biased towards authority and experience Not optimized for learning Unknowns, dependencies and risks can be overlooked
Recommended when PBI is easy and familiar to all
Option #2: Planning Poker1. Each person gets a deck of cards (Fibonacci)
2. The item to be estimated is read to all
3. Attendants ask clarifications for the item
4. Each person selects a card and puts it on the table facing down
5. When everyone is done, cards are exposed
6. If the estimations does not match, a short discussion is held:Highest and Lowest estimators speak first. Then return to step 4
7. Handle next item
Complete view of the PBI Focus on shared learning Identify risks Encourage honesty Expose team problems
Option #2: Planning Poker
Slow Hard to facilitate Hard to engage all team members Requires one shared goal
Recommended when team is multi-disciplinary
Facilitating Planning Poker1. Question #1:
“Is there any one that did not select a card?”2. The Highest and Lowest estimators speak first 3. Always make sure the discussion is relative to a reference. Not
disconnected from the scale4. Question #2:
“Did you learn something new?”5. Question #3:
“Is there any work that needs to be done in order to make this PBI ready for the next sprints? “
Option #3: Silent Sorting 1. The item to be estimated is read to all
2. Attendants ask clarifications for the item
3. Handle next item
4. Put all the cards, in a line (small to large) with at least one item as a reference
5. Participants silently take turns to do one of the following actions:‣ Add item to the the sorted list‣ Move one item within the sorted list
6. When no one is moving any item - we succeed
Let’s go..
1. Door 2. Right wall bottom 3. Front Wall 2 windows 4. Left wall 5. Back wall 6. Roof - 2 SP
Fast (might be longer than Wisdom of crowds) Easy to facilitate
Option #3: Silent Sorting
Can be biased towards authority and experience Can get to a deadlock Might create multiple reference points Unknowns, dependencies and risks can be overlooked
Recommended for teams in high level of maturity
Facilitation Silent Sorting Estimation 1. Nobody talks2. Comparing to older reference point (do not start from scratch
every time)3. If we hit a deadlock, stop and start talking
HOW NOT TO FALL ASLEEP
EXERCISE
Coaching vs. Facilitation
Planning
How do you do it?
Part 1 Part 2
Be prepared
Purpose
Outcomes
Decisions
Questions
Impact
Set the stage
Time Box
Boundaries
Planning Part 1
Be prepared
Purpose What can be delivered? Who takes what?
Outcomes 3-5 stories per team
Decisions Sprint goal and which team will take each PBI?
QuestionsDo we have any PBIs in risk? Do we have any dependencies ?
Impact Empowered, trusted
Set the stage Each PBI written on a sticky note ordered based on rank and placed on the wall
Time Box Up to 15 minutes
Boundaries Standing UpOnly the team select which story to take
…we have two teams working on the same backlog?
…one team wants to take priority 1,2 and 3?
…one team wants to take priority 1 and 2? …priority 1 and 2 are coupled?
What should you do if..
Planning Part 2
Be prepared
Purpose How are we going to achieve sprint goal
Outcomes Sprint backlog
Decisions Design, UI, Api's, integration, main test case, dependencies what will be displayed in review
Questions What do we need to do in order to bring this item to done? Can we take another story?
Impact Committed, responsible
Set the stage Open space, sticky notes, fun, strategy
Time Box As much as neededEvery 1.5 hours - 15 mins break
BoundariesAt least two people on each PBIEveryone will know what all tasks mean Each task is less than a day
…one team member is an expert in one domain. However, there is no work to do in that domain?
…the team doesn’t know how to splits PBIs into small tasks? …the PBI requires learning of a new area?
What should you do if..
Planning part 1:
Planning part 2: Are you ready to plan how to build a house?
Are you ready to build a house?
Daily Scrum
Please Download and open Kahoot:
Daily
The scrum master / manager / team lead
Randomly
Recommended: Based on priority
Who Starts?
Daily - option #1: Focus on Achievements
3 Questions: 1. What have we accomplished since the last daily
2. What will we accomplish until the next daily
3. What are my/our impediments
Focus on progress Easy to facilitate Encourages interaction with the Scrum board
Daily - option #1: Focus on Achievements
Boring Sometimes feels like micro management Does not focus on sprint goal Sometimes Scrum board is only updated once
3 Better Questions: 1. What have we learned since the last daily
2. Who needs help 3. How do we handle the blockers
Daily - option #2: Focus on shared learning
Focus on shared learning Encourages teamwork Recognizes blockers or hidden work
Daily - option #2: Focus on shared learning
Hard to execute (sometimes people become zombie) Hard to facilitate No interaction with the Scrum board Does not focus on sprint goal Easy to forget updating the Scrum board
Daily Probing Questions
Progress:
1. Is any of our work hidden?
2. Are the next user stories blocked in some way?
3. Are there user stories that we can unblock?
4. Which user stories are moving slowly?
5. Are there any bottlenecks in the queues (WiP is exceeded)?
6. Is anyone assigned to too many tasks?
7. Should we act on user stories owned by absent team members?
Daily Probing Questions
Looking forward:
1. Is there a demand for backlog refinement (grooming)?
2. Are we clear about what's next?
3. Are we doing everything we can to minimize waiting time?
Daily - option #3: Game Challenge the team with a game:
One team member observe the daily stand up from aside
If she/he is able to identify a problem that others didn’t notice she/he wins!
The winner can select one challenge that all team members must do and take a short video of that (e.g. dance crazy)
…people look and talk only to the scrum master?
…each person works on a different story?
…people are bored?
…the PO / Dev manager / CEO talks?
…people skip the daily ?
What should you do if..
EXERCISE
Daily Scrum From Hell
Are you ready to start building a house?
Minimal context switch
Encourage people to go and eat together
Tip: Do the daily before lunch time
Sprint Retrospective
‘The greatest enemy of great is good enough’
Retrospective simulation Now I am the scrum master…
Retrospective Model Example
Opening (2-5 minutes)
Data collection (15-25 minutes)
Generate insights (15-25 minutes)
Decide what to do (15-25 minutes)
Closing (2-5 minutes)
DOT VOTING
Common practice: 3 dots per person
If there are more than 10 issues:Dots = #issues/3 (round up)
If you have to do offshore teams..
Real time boardLinoGo reflect
Do not! But if you must :
Sprint Review
Show & Tell
Bazaar Review
What would you do if..1. Resistance:
“I have already been in 3 agile training” “Nothing of what you saying makes any sense”“They are all liars”
2. Scrum-But:“So Scrum Master is like a TL”“We are already good. No need for retro”“Not everyone is needed in the daily”
3. Changing subject:“The previous training I have been to was horrible”
Ground Rules1. Be calm2. Avoid arguing3. Be curious
- Ask questionsor:- “Great question, what you would do in this situation”- “Great question, Naama what would you have done?”
4. Listen
Tip: For each activity split to group of 2-4 people
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