rejuvenate your scrum implementation: from good to great
TRANSCRIPT
AT11 ConcurrentSession11/12/151:30pm
“Rejuvenate Your Scrum Implementation: From Good to Great”
Presented by:
Denise Dantzler
Werner Enterprises
Broughttoyouby:
340CorporateWay,Suite300,OrangePark,FL32073888-268-8770·904-278-0524·[email protected]·www.techwell.com
Denise Dantzler Werner Enterprises
In the past twenty years, Denise Dantzler has served in various senior management roles across diverse industries—banking, transportation, telecommunications, payment processing—leading teams spanning all IT functions, business analysis, technical writing, HRIS, QA, and PMO. Starting in 2009, Denise managed the Scrum implementation within her company, serving as ScrumMaster and Scrum Coach while simultaneously managing various engineering teams. A Certified ScrumMaster and IT Project Manager, Denise has a passion for coaching others and offers leadership training to emerging leaders, Scrum training, and a deep-dive into Scrum lessons learned. Contact Denise for more information at [email protected].
REJUVENATE YOUR SCRUM IMPLEMENTATION:
BY
DENISE DANTZLER
1
From Good to Great
PRODUCT OWNERBUILDING BLOCKS
2
Understands SCRUM
Prioritizes work
Grooms stories in advance
Manages stakeholders
Well Written Stories
Business Partner / Advocate
Available to Team
OWNerAssess
Business Value
PRODUCT OWNERLESSONS LEARNED
3
People Introduce Technical Product Owner Role
Engage with Teams
Manage Stakeholders
Ongoing Availability
Acceptance criteria
Process Vision, Big Picture
Global Prioritization
Business Value
Story Quality
Backlog Grooming
TEAM MEMBER BUILDING BLOCKS
4
Develop
Successful Sprint
Visibility
Accountability
TEAM MEMBER BUILDING BLOCKS CONT’D
5
Focus on Quality
Story Decomposition
Daily Standup
Story BoardSelf-
managing & Self-directed
Poker, Estimation &
Sizing
Iterative Development
Visibility
TEAM MEMBER BUILDING BLOCKS CONT’D
6
Interchangeability of Skillsets
Sprint Success
DoneSprint Failure /
Termination
External Dependencies
TEAM MEMBERLESSONS LEARNED
7
People Accountability.
Transparency & visibility
Proactive, honest communication
Strive towards quality. Everyone owns quality.
More cross-training and task sharing
Process Back to Basics on SCRUM
Escalate impediments proactively
Value commitment to Product Owner.
Don’t work on stories not committed to.
Manage to DONE.
SCRUM MASTER BUILDING BLOCKS
8
Addresses impediments.
Servant leader to the team.
Shepherd. Protects the team from outside intervention.
Responsible for team artifacts and projecting visibility.
Front line to ensuring SCRUM practices and processes are followed by the team.
SCRUM MASTERBULDING BLOCKS, CONT’D
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Responsibilities
• Ensure stories are well written
• Escalate Issues
• Ambassador to other teams
SCRUM Concepts
• Sprint Planning
• Sprint Review
• Sprint Retrospective
• Sprint Backlog
• Burndown Chart
• Pigs & Chickens
SCRUM MASTERLESSONS LEARNED
10
People Servant Leadership
Protect the Team
Help Product Owners
Engage with the Coach
Process Preserve SCRUM Practices
Radiate Visibility
Escalate Impediments
Communicate with management team
SCRUM MASTERDO MORE TO HELP PRODUCT OWNER
11
People Help PO maintain Product Backlog
Pursue continuous SCRUM education
Help PO understand standup updates
Help PO manage stakeholders, deadlines
Process Ensure stories are bite sized
Enforce poker playing for better estimates
Forward-facing Sprint Reviews
SCRUM MASTER DO MORE TO PROTECT SCRUM PROCESSES
12
Process Daily standup – stand, 15 min, on time, 3 questions
Keep artifacts updated.
Play poker if Planning is ineffective.
Say NO to Sprint Review presentations
Say No to demoing unfinished work
Task right-sizing
Probe when tasks don’t progress
Push back on ineffective Retrospectives
SCRUM MASTER DO MORE TO HELP THE TEAM
13
People Build trust and sense of team
Ensure honest dialogue
Encourage team members to challenge each other
Enforce accountability
Process Help team members value the commitment
Try different approaches to Sprint Retrospectives
Ensure Story Board/Sprint Backlog is updated
Ongoing cross-team coordination
Manage change during sprint, protect against big change
SCRUM MASTER DO MORE TO HELP THE STAKEHOLDERS
14
People Provide visibility to stakeholders
Invite stakeholders to Sprint Reviews
Process Educate stakeholders on SCRUM
Understand how NOT to become an impediment
Educate stakeholders on adding to Product Backlog
SCRUM MASTERDO MORE TO HELP THE ORGANIZATION
15
Process Prioritization processes
Release Planning
Identify and escalate systemic organizational blockers
Identify and escalate performance issues
Help management team address organizational blockers
SCRUM COACHBUILDING BLOCKS
16
Coaches SCRUM Masters, Product Owners, Team Members, management team, stakeholders.
Collaborates with SCRUM and Agile community on best practices and trends.
Ensures core SCRUM practices and processes are followed.
May serve in SCRUM Master role
SCRUM continuous improvement
SCRUM/Agile Tool Introduction
SCRUM COACHLESSONS LEARNED
17
People SCRUM Master Responsibilities, PLUS…
Continuous SCRUM Education Î Learning culture
SCRUM/Agile Community & Industry Partnerships
More of a strategic focus
Engage with SCRUM Masters and Teams
Process Best practices & continuous improvement
SCRUM Team of SCRUM Masters (PI , org blockers)
Better SCRUM oversight
Help measure and track business value
SCRUM Tool Introduction
MANAGEMENT TEAMBUILDING BLOCKS
18
Close the loop on escalated
issues
Help enforce accountability
Help manage expectations
Mentor new staff
Servant Leadership
Partner with SCRUM Master
MANAGEMENT TEAMBUILDING BLOCKS, CONT’D
19
Cross Functional
Teams
Servant Leadership
Business Partnership
Team Sizing
Leverage scarce
resources
Release Mgmt.
Points vs. Hours
MANAGEMENT TEAMLESSONS LEARNED
20
People Promote accountability by building trust.
Allow autonomy, self organization, self direction
“What” versus “How”
Reward risk taking & creativity
Address “bench warmers”
Process Team-based reward structure
Handle organizational blockers impeding teams
Tackle issues revealed by visibility
Close “loop” on escalated items
Vision and Release Planning
MANAGEMENT TEAMLESSONS LEARNED
21
Process, Cont’d
Servant Leadership
No Command & Control Î “Chicken-ship”
Technical Debt planning
Attend Sprint Reviews
Help revisit optimal team structures, resources, cross-functionality
GENERAL LESSONS LEARNED
22
People Such a thing as “good turnover”
Watch for sandbagging
No place to hide
Process Process first, then tools
Ongoing SCRUM training for new team members
Importance of on-boarding processes
MID SPRINT POKERLESSONS LEARNED
23
Progressive Decomposition of larger stories and epics
Helps general understanding of requirements by the team
“Head start” on planning process for next sprint
Grooms Product Backlog
SPRINT “0”LESSONS LEARNED
24
Sprint “0”
• Optional
• Complete prior to 1st Sprint
• Iron out SCRUM process
• Define product roadmap and Product Backlog.
• Work through architectural, infrastructure, access issues, etc.
• Form basic definition of “Done”. Review at Sprint Planning
• Work through team rules of engagement
• Can vary from typical sprint length. Can be 2, 3 or 4 weeks.
RELEASE PLANNINGLESSONS LEARNED
Sprint 1 Sprint 2 Sprint 3
Release 1 Release 2 Release 3
IN SUMMARY…
WHAT IS THE SINGLE MOST
SIGNIFICANT THING YOU
CAN DO TO IMPROVE YOUR
SCRUM IMPLEMENTATION?
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