What Happened to My Day Job? Transitioning from Project Manager to ScrumMaster. Angela Johnson, PMP, ACP, CST Certified Scrum Trainer & Agile Coach

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1 What Happened to My Day Job? Transitioning from Project Manager to ScrumMaster Angela Johnson, PMP, ACP, CST Certified Scrum Trainer & Agile Coach 2011 BigVisible Solutions, Inc. All Rights Reserved Angela Johnson 2 Angela Johnson 16+ years Information Technology traditional SDLC including Scrum/Agile Certified ScrumMaster since 2008 Founder and facilitator PMI-MN Agile Local Interest Group Based in Minneapolis, MN Interests include sailing, rollerblading, biking and reading Certified Scrum Trainer & Coach ajohnson@bigvisible.com

2 What is Scrum? 3 Click Scrum to edit is Master an innovative text styles approach to getting work done Second Scrum level is an agile framework for completing complex Third projects level Fifth Scrum level is about people Scrum is NOT a software development methodology Scrum is NOT magic or a silver bullet What is Agile? 4 Third More level of a philosophy An approach to product development Adaptive there is no THE AGILE METHOD To be agile put the values and principles into practice Processes such as Scrum and extreme Programming support Agile values and practices

3 The Agile Manifesto 5 Third We level are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Scrum Foundation: Empirical Process 6 Third Learn level as we go Fifth Embrace level change The 3 legs of the stool: Inspect Adapt Transparency As opposed to

4 Traditional Process 7 Fifth I believe level in this concept but the implementation is risky and invites failure Dr. Winston Royce Managing the Development of Large Software Systems Basic Scrum Flow 8

5 Scrum Values 9 Commitment Focus Openness Respect Courage Project Responsibility is Split Across 3 Roles 10 Third Product level Owner Fourth ScrumMaster level Team 0

6 Product Owner 11 Shares the Product Vision with the Team Prioritizes features based on market value and ROI Creates and grooms the Product Backlog Collaborates with team Participates in Sprint Planning Participates in Sprint Review Accepts or Rejects deliverables 1 Product Owner 12 Understands the market, customers and users Has good working relationship with stakeholders Empowered to make decisions, is decisive, is willing to say no Leader and facilitator Focus is successful Product 2

7 Team 13 Second Self-organizing level comprised of 7 +/- 2 members Fourth Members level accountable to self and Team Fifth Deliver level working product increments Manage Sprint Backlog & Burndown Demonstrate working software to Product Owner Participate in Sprint Planning Dedicated 3 ScrumMaster and the Team 14 Servant Leader to Product Owner and Team; nobody reports to the ScrumMaster Encouraging disciplined engineering practices Removes impediments or barriers Full time role Enables cooperation Facilitator Focus is successful Team 4

8 ScrumMaster and the Organization 15 Fourth or interruptions level Shields the Team from distractions Champion for the Scrum process teaching as a simple process with few rules Change agent Radiates information Advocate best practices 5 ScrumMaster and the Organization 16 Fourth organization level Optimal for the ScrumMaster to reside within an Optimal for the ScrumMaster to not also be a member of the team (developer, tester, etc.) One of the common tasks that are easy for new ScrumMasters to grasp is the removal of impediments What is often overlooked, however, is the people aspect 6

9 Traditional Project Management 17 Responsible for Project Plan including Work Breakdown Structure, driving to deliverable dates Responsible for Status Reporting including Issue and Risk Tracking Responsible for facilitating Status Meetings, obtaining approval on handed of artifacts, etc. 7 Possible Perceived Similarities 18 Fourth to deliver level Sprint goals Removing barriers that impede the Team s ability Keep information about the Team s progress upto-date and visible to all parties Facilitate the Daily Scrum, Sprint Planning and Retrospectives Agile Project Management with Scrum: Ken Schwaber 8

10 What Not Agile Project Manager? 19 I wanted to highlight the extent to which the responsibilities of the ScrumMaster are different from those of a traditional project manager Agile Project Management with Scrum: Ken Schwaber 9 Definite Differences 20 Third Teach level the Product Owner how to maximize ROI and Fourth meet level his or her objectives through Scrum Improve the lives of the Team by facilitating creativity and empowerment Improve the productivity of the Team in any way possible Improve the engineering practices and tools so that each increment of functionality is potentially shippable Agile Project Management with Scrum: Ken Schwaber 0

11 More Differences 21 Third Committed level to the project Responsible for teaching others about Scrum Providing the leadership, guidance and coaching necessary for the paradigm shift from control to empowerment to occur Agile Project Management with Scrum: Ken Schwaber 1 Project Management Perspective 22 Traditional Process Scope Fixed Cost Adaptive Process Time Value Driven Plan Driven Estimated Cost Time Features Source: DSDMe 2

12 Can PMs become ScrumMasters? 23 Third It depends level on the Fourth Project level Manager Many gravitate toward the perceived administrative functions in Scrum Many initially grasp the facilitation functions in Scrum 3 Can PMs become ScrumMasters? 24 It also depends on the organization The ScrumMaster is committed to the project; not attempting to run 2, 3, 4+ projects at one time The ScrumMaster has deep understanding of the Scrum framework and practices and coaches the organization accordingly; they do not try to stuff Scrum into a Waterfall box 4

13 Making the Transition 25 Third I know level so much about Fourth the level many ways agile coaches fail because I have failed by falling into the trap of every one of them I know a lot about agile coach success factors, too Coaching Agile Teams: Lyssa Adkins 5 Coaching Failure Modes 26 Third The level Spy: spends just enough time observing the Fourth team level to pick up topics for the next retrospective and Fifth then level slinks off into the night The Seagull: swoops in at stand-ups, poops all over the team with well-intentioned observations or advice, and flies away again The Opinionator: expresses opinions often, gets attached to them, and loses the objectivity needed to coach the team to have great discussions Coaching Agile Teams: Lyssa Adkins 6

14 Coaching Failure Modes Continued 27 Third The level Admin: undermines team ownership by Fourth becoming level an unnecessary middle man for meeting Fifth logistics, level access requests, and other administrivia The Hub: acts as the center of the universe for communication between team members and for tasklevel coordination The Butterfly: flits around from team to team, landing just long enough to impart a pearl of wisdom or pose a philosophical question Coaching Agile Teams: Lyssa Adkins 7 More Coaching Failure Modes 28 The Expert: gets so involved in the details of the team s work that the forest gets lost in the trees The Nag: helpfully reminds the team to start stand-up, update the storyboard, complete the tasks they committed to, and so on Coaching Agile Teams: Lyssa Adkins 8

15 Coaching Success Modes 29 Third The level Magician: asks questions that voila! reveal Fourth what level is there but could not be seen The Child: genuinely wonders why? and is propelled by the insatiable curiosity about life and everything in it The Ear: hears everything but gives people room to grow by not responding to all of it The Heckler: keeps it fun and light and just a little off balance to jolt people out of complacency Coaching Agile Teams: Lyssa Adkins 9 More Coaching Success Modes 30 Third The level Wise Fool: asks the dumb questions that Fourth enlighten level The Creeping Vine: makes small moves, imperceptible to the team, that relentlessly pull them back to the core of agile bit by bit The Dreamer: bravely gives voice to possible futures waiting to be created Coaching Agile Teams: Lyssa Adkins 0

16 Day in the Life of a ScrumMaster 31 How Third is level my Product Owner doing? Fourth Are level Stories broken down to the appropriate level? Fifth level Is there enough detail and/or Acceptance Criteria included? How is my Team doing? Do they have the information, tools, support that they need to meet the Sprint commitments? Do they have what the detail that they need from the Product Owner? For More Info See The ScrumMaster Checklist by Michael James 1 Day in the Life of a ScrumMaster 32 Team Dynamics Fourth Is level the team holding themselves and each other Fifth level accountable? Engineering Practices Is the Team maturing in our engineering practices avoiding the accumulation of Technical Debt? Are we continuously integrating to prevent defects instead of hunting for them at the end of the Sprint? For More Info See The ScrumMaster Checklist by Michael James 2

17 Making the Transition from PM to SM 33 Third Ensure level that you have Fourth a thorough level understanding of the ScrumMaster job and then most importantly Decide if you can do the job and/or want the job 3 Making the Transition from PM to SM 34 Seek Third level a Mentor Fourth level Work with an experienced ScrumMaster on learning what the job really means Get Education Reading books about Scrum and the ScrumMaster job Attend ScrumMaster training Join Scrum and Agile user groups Attend Scrum and Agile conferences, webinars and events 4

18 Making the Transition from PM to SM 35 Seek Third level Organizational Support Ensure that there is management understanding of Scrum process, rules and practices Ensure that there is management support for following Scrum process, rules and practices - especially if the project has been deemed a pilot Scrum project for the company 5 Questions? 36 6